Antecedents of export venture performance: A theoretical model and empirical assessment

Both the size and the rapid growth of global exporting have focused the attention of marketing researchers on the factors associated with firms’ export performance. However, knowledge of this increasingly important domain of marketing activity remains limited. To address this knowledge gap, the authors draw on the strategy and marketing literature to develop an integrative theory of the antecedents of export venture performance. The interplay among available resources and capabilities, competitive strategy decisions, and competitive intensity determines export venture positional advantages and performance outcomes in the theoretical model. The authors empirically assess predicted relationships using survey data from 287 export ventures. Results broadly support the theoretical model, indicating that resources and capabilities affect export venture competitive strategy choices and the positional advantages achieved in the export market, which in turn affect export venture performance outcomes. In contrast to structure–conduct–performance theory predictions, the data indicate that the competitive intensity of the export marketplace does not have a direct effect on export venture positional advantages or performance. However, competitive intensity moderates the relationship between export venture competitive strategy choices and the positional advantages realized