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Made in Bangladesh: Export powerhouse feels pangs of labor strife
The founder(s) has expertise in a technical or functional area
Daniel Levinthal (2001)
Organizational Capabilities in Complex Worlds
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Item 2. Our strategy for competitive advantage in international markets is based on our understanding of customers' needs
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Item 2. We are more customer-focused in international markets than our competitors
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D. Teece, G. Pisano, A. Shuen (1997)
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Bernard Jaworski, Ajay Kohli (1993)
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Note: All standardized coefficient loadings are significant at p<0
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Item 2. The founder(s) has networking capability to build relationship with suppliers, customers and other network partners abroad
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Item 6. Marketing/sales generate most new product/service ideas
We always encourage our overseas customers to assess the quality of our products and services
G. Ritzer, Nathan Jurgenson (2010)
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Yung-Chul Kwon, Michael Hu (2000)
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K. Ibeh (2003)
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D&F Factor 2 Intelligence dissemination and responsiveness (Alpha=0.749, CR=0.762, AVE=0.639) Item 1. Information on overseas customer satisfaction is disseminated at all levels in our company
J. Cadogan, A. Diamantopoulos (1995)
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Item 5. The founder(s) is very innovative (in terms of creative ideas, products, process, problemsolving, etc
Sea-Jin Chang, Arjen Witteloostuijn, Lorraine Eden (2010)
From the Editors: Common method variance in international business researchJournal of International Business Studies, 41
Imtiaz Mostafiz, M. Sambasivan, S. Goh (2019)
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Gavin Wright (1982)
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Item 2. The founder(s) has managerial experience before starting this business
Janet Murray, Gerald Gao, Masaaki Kotabe (2011)
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Man Zhang, P. Tansuhaj, J. McCullough (2009)
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Svante Andersson (2000)
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Constance Helfat, Margaret Peteraf (2003)
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Gaylen Chandler, S. Hanks (1994)
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L. Lages, G. Silva, Chris Styles, Z. Pereira (2009)
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Priscilla Kraft, Andreas Bausch (2016)
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McKinsey Quarterly, 4
L. Harris, E. Ogbonna (2001)
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S. Slater, John Narver (1994)
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J. Cadogan, A. Diamantopoulos, Judy Siguaw (2002)
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Ahmet Kirca, G. Hult (2009)
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Item 3. The founder(s) actively explore new business opportunities in international markets
Marketing has a significant impact on the strategic direction of the firm
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T. Erikson (2002)
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Ahmet Kirca, S. Jayachandran, W. Bearden (2005)
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Jeffery McMullen, D. Shepherd (2006)
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We measure overseas customer satisfaction in a formal/ informal manner
E. Schein (2007)
The role of founder in creating organizational culture
D. Teece (1982)
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G. Day (1994)
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A. Mahrous, M. Genedy (2019)
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Constance Helfat, M. Lieberman (2002)
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Item 6. The founder(s) considers the whole world as a marketplace rather than the domestic market only
Goitom Tesfom, C. Lutz (2006)
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J. Cadogan, A. Diamantopoulos, Charles Mortanges (1999)
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P. McDougall, B. Oviatt, Rodney Shrader (2003)
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Ashlee Humphreys, K. Grayson (2008)
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Shaoming Zou, Simona Stan (1998)
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M&P Export marketing orientation (Alpha=0.751, CR=0.767, AVE=0.521) Item 1. We regularly perform marketing research. (Mean=5.521
P. Davidsson, B. Honig (2003)
The role of social and human capital among nascent entrepreneurs
Ken Matsuno, J. Mentzer, Ayşegül Özsomer (2002)
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David Collis (1994)
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Gary Gebhardt, Gregory Carpenter, John Sherry (2006)
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The founder(s) of the firm has undertaken significant and risky resource commitments for international business
D. Ulrich (1998)
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John Narver, S. Slater (1990)
The Effect of a Market Orientation on Business ProfitabilityJournal of Marketing, 54
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Vladimir Zwass (2010)
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T. Madsen, Per Servais (1997)
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Item 5. I believe this business exists primarily to serve customers in international markets
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D. Gerbing, J. Hamilton (1996)
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Johan Frishammar, Svante Andersson (2009)
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International Entrepreneurial Capability (Alpha=0.749, CR=0.793, AVE=0.571) Item 1. The founder(s) has prior international business experience before starting this business
H. Powers (2014)
About Marketing & Management
F. Kropp, Noel Lindsay, Aviv Shoham (2006)
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We give strong emphasis on customer satisfaction
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Ajay Kohli, Bernard Jaworski (1990)
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The study aims to bridge entrepreneurial capability, export market orientation and the international performance of international new ventures (INVs). Thus, multi-scale entrepreneurial capabilities have been adopted to provide more profound insights into the literature on early internationalisation. Since little is known about the antecedents of export market orientation, the performance outcome of this is ambiguous. This study aims to enhance knowledge in this pressing research area.Design/methodology/approachThe sample of this study consists of data (354 firms) from INVs operating in the apparel industry of an emerging economy, namely, Bangladesh. Structural equation modelling has been used to investigate the hypothesised relationships.FindingsFor the Deshpandé and Farley (1999) scale, the effect of general entrepreneurial capability on intelligence dissemination and responsiveness is positively significant. Similarly, the effects of international entrepreneurial capability on customer orientation, intelligence generation, dissemination and responsiveness are positively significant. However, general entrepreneurial capability has non-significant effects on customer orientation and intelligence generation. The results also showed that export market orientation positively mediates the relationship between international entrepreneurial capability and firm performance. For the Morris and Paul (1987) scale, the hypothesised relationships between capabilities and market orientation are positively significant and, therefore, support the mediating relationships for both general entrepreneurial capability and international entrepreneurial capability.Originality/valueMerely having capabilities without acknowledging the firm's strategic orientations is not sufficient to secure superior performance. The authors urge entrepreneurs to capitalise on their entrepreneurial capabilities to leverage organisation-wide export-market-oriented behaviour to achieve superior international performance in emerging economies.
International Journal of Emerging Markets – Emerald Publishing
Published: Jun 1, 2021
Keywords: Emerging economy; Entrepreneurial capability; Export market orientation; Export performance; International new ventures
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