Export Product Strategy Fit and Performance: An Empirical Investigation
1Lecturer in Marketing, Leeds University Business School, University of Leeds.
mah@lubs.leeds.ac.ukMagnus Hultman is Lecturer in Marketing, Leeds University Business School, University of Leeds. He recently received a doctoral degree in industrial marketing from Lulea University of Technology. Although his research centers on export strategy and performance, he writes on a range of topics, including electronic supply chain management, marketing communications, and brand management.
2Professor of Marketing, Leeds University Business School, University of Leeds.
mjro@lubs.leeds.ac.ukMatthew J. Robson is Professor of Marketing, Leeds University Business School, University of Leeds. He earned a doctoral degree at Cardiff University. His research interests focus on distribution channel relationships, cross-border interfirm collaborative strategies, and social and structural relationship governance and maintenance mechanisms. His research has been published in Journal of World Business, Industrial Marketing Management, International Marketing Review, Management International Review, Organization Science, and other journals.
3Arnold Ziff Research Chair in Marketing and International Management, Leeds University Business School, University of Leeds.
csk@lubs.leeds.ac.ukConstantine S. Katsikeas is Arnold Ziff Research Chair in Marketing and International Management, Leeds University Business School, University of Leeds. He holds a doctorate from Cardiff University. His main research interests lie in the areas of global marketing, strategic alliances, and competitive strategy. He has published widely in these fields, and his articles have appeared in Journal of Marketing, Organization Science, Strategic Management Journal, Journal of International Marketing, Decision Sciences, Journal of International Business Studies, and other journals.
Abstract
This study investigates the issue of balancing the benefits gained through standardized strategies with those achievable when adapting to local conditions. Building on previous work that has explored the role of contingency theory and the concept of strategic fit in international marketing strategy, the authors posit that there is no one-size-fits-all solution to the export product strategy adaptation decision. Using a sample of Swedish exporters, they find support for the hypothesis that an array of forces from the macro-, micro-, and internal environments drives product adaptation, which affects the nature of product strategy fit and its performance outcomes. In terms of the performance relevance of product strategy fit, sociocultural environment, technological environment, marketing infrastructure, stage of product life cycle, scope of exporting experience, and duration of exporting experience all matter. However, the pattern of significant and nonsignificant findings cautions against excessive aggregation of environmental variables in conceptualizing environment–product strategy fit to performance linkages. The authors conclude with a discussion of implications of the findings for theory building and management practice.
Cited by
Online publication date: 1-Aug-2012.
CrossRef
Online publication date: 1-Feb-2012.
CrossRef
Abstract | PDF (308 KB) | PDF Plus (309 KB)
Online publication date: 1-Dec-2011.
Abstract | PDF (227 KB) | PDF Plus (252 KB)
Online publication date: 1-Nov-2011.
CrossRef
Online publication date: 1-Oct-2011.
CrossRef
Online publication date: 1-Aug-2011.
CrossRef
Online publication date: 1-Aug-2011.
CrossRef
Online publication date: 1-May-2011.
CrossRef
Online publication date: 1-Apr-2011.
CrossRef
Online publication date: 1-Apr-2011.
CrossRef
Online publication date: 1-Jan-2011.
CrossRef
