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Intangible Resources and Export Marketing Strategy as Determinants of Export Performance: An Empirical Analysis from the Resource-based View

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Strategy and Performance

Abstract

In this chapter, a resource-based model has been developed for analyzing the effect of several firm resources, more concretely those of an intangible character, on the development of both export capability and more appropriate export-marketing strategies in order to improve export performance. Then, this model has been empirically tested among a representative sample of Spanish exporting manufacturers. Results seem to confirm that either human, organizational, technological or relational capital resources of these firms have a significant impact on exportcapability creation which, in turn, moderates both export-marketing strategic choices by management and export performance. Relevant conclusions and implications for future researchers in this field, as well as export policy makers and international managers, are derived from these findings.

The paper from which this chapter is derived benefited from public funds received from the CICYT (Research Project No. SEC-99-0843-C02-01).

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Authors
  1. Alex Rialp-Criado
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  2. Josep Rialp-Criado
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  3. Catherine N. Axinn
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  4. Sharon Thach
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Editors and Affiliations

  1. Centre for Interdisciplinary Strategic Management Research, Middlesex University Business School, London

    Abby Ghobadian , Nicholas O’Regan , David Gallear  & Howard Viney , ,  & 

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© 2004 Alex Rialp-Criado, Josep Rialp-Criado, Catherine N. Axinn and Sharon Thach

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Rialp-Criado, A., Rialp-Criado, J., Axinn, C.N., Thach, S. (2004). Intangible Resources and Export Marketing Strategy as Determinants of Export Performance: An Empirical Analysis from the Resource-based View. In: Ghobadian, A., O’Regan, N., Gallear, D., Viney, H. (eds) Strategy and Performance. Palgrave Macmillan, London. https://doi.org/10.1057/9780230523135_6

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