نقش قابلیت های شرکت و عملکرد صادرات شرکتهای کوچک و متوسط
Abstract
1- Introduction
2- Literature review and hypotheses development
3- Research methodology
4- Analysis and results
5- Discussions and implications
6- Conclusions, limitations and future research
References
Abstract
Purpose - The purpose of this paper is to understand the direct impact of social capital and the influence of market-based capabilities as intervening variables on the export performance of small and medium-sized enterprises (SMEs) in Ghana.
Design/methodology/approach - Questionnaire-based survey was used to collect data from top executives and senior managers of exporting companies in Ghana. Data obtained were analysed using the structural equation modelling.
Findings - The findings revealed that social capital of SMEs exert the greatest influence on their export performance. Innovation and marketing capabilities are also key drivers of export performance among SMEs as they fully mediate the social capital–export performance relationship. Notwithstanding, marketing capabilities appear to exert a greater influence than innovation capabilities on the export performance of SMEs.
Research limitations/implications - The study used perceptual measures of international performance by managers of SMEs in the Ghanaian exporting sector making it difficult to determine respondent bias. Practical implications – Managers of exporting firms should build stronger relationships with their customers and suppliers who contribute significantly to their export performance. SMEs would also have to hone their innovation and marketing skills as strategic components in enhancing their export performance.
Social implications - Market-based resources such as marketing and innovation should not be taken for granted by SMEs in the export business. Originality/value - The study offers some lessons on how small firms can sharpen their marketing and innovation capabilities to derive export performance benefits from social capital. Theoretically, while the findings offer strong evidence reinforcing the DC theory, an exploration of the nexus of the theories brings to the fore the need to reassess the resource-based view and SC theories.
Introduction
Firms have undertaken cross-border activities for over centuries. Yet the unpredictable business environment, technological growth and accelerated globalisation have created an even greater need for not only large but, to a higher extent, smaller firms to seek business opportunities across borders. Internationalisation has therefore become an essential strategy that all businesses may have to pursue (Fernández and Nieto, 2005) and a valuable tool for expansion and growth in organisations (Graves and Thomas, 2008). Exporting has been identified as an attractive foreign market entry and expansion mode of internationalisation, particularly for firms whose economic conditions in their local markets are not too favourable (Hultman et al., 2009). Indeed, the increase in sales and improved profitability among small firms has been linked to earnings from exports (Lages and Montgomery, 2004). Small and medium-sized enterprises (SMEs) are typically regarded as resource-constrained compared to large corporations, thus limiting the possibilities of taking advantage of opportunities in foreign markets (Lu and Beamish, 2001). Even though they possess less tangible and financial resources than large multinational corporations (Knight and Kim, 2009), lately the internationalisation trend for smaller firms has been on the ascendancy. Pinho (2011) opines that SMEs could still be successful if they accessed valuable and rare resources through social network relationships. Early researchers such as Penrose (1959) first recognised the importance of resources, contending that a firm consists of a collection of productive resources and whose growth depends on the manner in which its resources are deployed. The key role of resources in the exploitation of opportunities in foreign markets has been espoused by international marketing scholars, particularly in successful export ventures of SMEs (Kaleka, 2012; Tseng et al., 2007; Lu and Beamish, 2001). Several studies have outlined performance challenges SMEs face due to resource constraints, particularly in relation to their size. Meanwhile, social capital, derived from social networks, is considered one of the critical resources that a firm can develop to enhance its competitive advantage and reap above-average rates of return (Chrisholm and Nielsen, 2009). For some scholars social capital, which is rooted in inter-firm relationships and managerial ties, constitutes a vital resource. SME export performance has been studied from a number of perspectives including the macro and micro levels of success (Zou and Stan, 1998). Research at the macro level has assessed policies and programs at the national level, where governments the world over support SMEs to improve their export performance leading to economic growth (Zou and Stan, 1998).