TY - JOUR
T1 - Export marketing, interfunctional interactions, and performance consequences
AU - Cadogan, John W.
AU - Sundqvist, Sanna
AU - Salminen, Risto T.
AU - Puumalainen, Kaisu
PY - 2005
Y1 - 2005
N2 - Firms with export operations have internal environments that are often geared toward serving the home market. As a result, export marketing and other business functions compete for resources, which thus increases the likelihood of conflict between them. Using survey responses from more than 700 exporting firms, the authors test a model of the antecedents and consequences of two important interaction variables: exporting’s interfunctional connectedness and conflict. The model explains 52 percent and 49 percent of variance in exporting connectedness and conflict, respectively. The authors identify the key drivers of successful interactions as follows: management commitment, organizational training and reward systems, relative functional identification, centralization, and export employee job satisfaction and commitment. The authors also demonstrate that connectedness is most critical for export success when export markets are in a state of turbulence, whereas conflict is most detrimental when the firm’s export environment is stable.
AB - Firms with export operations have internal environments that are often geared toward serving the home market. As a result, export marketing and other business functions compete for resources, which thus increases the likelihood of conflict between them. Using survey responses from more than 700 exporting firms, the authors test a model of the antecedents and consequences of two important interaction variables: exporting’s interfunctional connectedness and conflict. The model explains 52 percent and 49 percent of variance in exporting connectedness and conflict, respectively. The authors identify the key drivers of successful interactions as follows: management commitment, organizational training and reward systems, relative functional identification, centralization, and export employee job satisfaction and commitment. The authors also demonstrate that connectedness is most critical for export success when export markets are in a state of turbulence, whereas conflict is most detrimental when the firm’s export environment is stable.
UR - http://www.scopus.com/inward/record.url?eid=2-s2.0-28644450894&partnerID=MN8TOARS
U2 - 10.1177/0092070305276148
DO - 10.1177/0092070305276148
M3 - Article
JO - JOURNAL OF THE ACADEMY OF MARKETING SCIENCE
JF - JOURNAL OF THE ACADEMY OF MARKETING SCIENCE
SN - 0092-0703
ER -