Key factors in the international market driving process: The role of internal competencies and external network actors

<p>Abstract copyright data collection owner.</p>The data comes from a postal survey that looks at the antecedents to market driving behaviour in multinational firms within Europe. Our sample of European firms originates from Dun and Bradstreet UK, based on our criteria of more than 250 employees and a minimum of 25% of total sales coming from international sales. The data provided is raw data from the survey. The questions asked in the survey are provided along with references.<p>Project description:</p>Existing literature to a large extent suggests that firms should adapt the products and the market strategy in line with the needs and wants of each market they go to. However, this research suggests that a 'market-driving' approach allows firms to develop long term competitive advantage. A 'market-driving' approach is based upon proactively addressing the existing market conditions. It is an ability to develop unique business systems, to reshape the value chain, change the norms and behaviour of the market actors and to educate customers. On the contrary, the 'market-driven' approach of simply responding to the market can be more easily copied by other firms. The management literature has not yet offered a framework that discusses the preconditions for succeeding with the 'market-driving' approach and whether or under what circumstances the 'market-driving' strategy actually leads to a better market performance. This research suggests that certain internal capabilities and external networks are critical parts of the 'market-driving' approach. This project aims to develop and test a conceptual framework for the 'market-driving' approach and carry out a quantitative survey to test the framework. Structural equations modelling and partial least square methodology will be employed to empirically test the framework and draw conclusions