Behind Intermediary Performance in Export Trade: Transactions, Agents, and Resources

By Mike W. Peng, Anne S. York. 2001

273 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/275ead61130e68f673752a4c8678ec795e4bcc90

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Citations in the corpus

Resource dependency and institutional theory perspectives on direct and indirect export choices (2010, background): “An emerging strand of research explores how new and small firms pursue an indirect path to internationalization (e.g., Acs et al. 1997; Peng and York 2001; Terjesen et al. 2008; Acs and Terjesen 2006) using local and foreign intermediaries to sell their goods and services across national borders.”
Resource–performance relationships in industrial export ventures: The role of resource inimitability and substitutability (2006, background): “Similarly, the literature posits that both customer relationships and channel relationships are valuable because they create ties that reduce the ability of competitors to establish similar relationships with the same customers and channel members (e.g., Morgan & Hunt, 1994; Peng & York, 2001).”
Antecedents of Export Venture Performance: A Theoretical Model and Empirical Assessment (2004, background): “Economic elements include the achievement of economic goals (e.g., sales and market share) and the resources consumed in doing so (cf. Peng and York 2001).”
Experiential and Informational Knowledge, Architectural Marketing Capabilities, and the Adaptive Performance of Export Ventures: A Cross-National Study (2003, background): “…that experiential knowledge of both the exporting process and the specific market targeted by the venture is valuable because it enables managers to better understand the particular requirements of channel members and customers in the export market (e.g., Lord & Ranft, 2000; Peng & York, 2001).”
Overcoming export manufacturers’ dilemma in international expansion (2007, background): “Studies have shown that the diversity of foreign market experience provides a firm with a superior knowledge base and the flexibility to operate under different markets (Luo and Peng, 1999; Peng and York, 2001).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “Previous work has shown that a five-year time span provides more accurate information than longer periods (Peng & York, 2001).”
Why a Multinational Firm Chooses Expatriates: Integrating Resource-Based, Agency and Transaction Costs Perspectives (2006, unknown): “integration (Mahoney, 2005), equity joint ventures (Tsang, 2000), strategic alliances (Madhok, 1997), diversification (Silverman, 1999), and export performance ( Peng and York, 2001 ),”
Cultural Distance and Psychic Distance: Two Peas in a Pod? (2006, background): “Thus, benefiting from previous discussion (Das 1994; Holzmuller and Kasper 1990, 1991; Lages and Montgomery 2004; Peng and York 2001; Stöttinger and Holzmüller 2001), we operationalized managers’ experience by asking the respondents to indicate their level of overseas experience, level of…”
Entrepreneurial Orientation and International Scope: The Differential Roles of Innovativeness, Proactiveness, and Risk-Taking (2014, background): “At moderate levels of proactiveness, firms may lack the intentionality and market knowledge needed to identify market opportunities abroad (De Clercq et al., 2005; Peng and York, 2001).”
The resource-based view and international business: (2001, background): “For intermediaries, the solution lies in an integration between the RBV and TCE/agency theory perspectives, by following the RBV logic to “be bold” and, at the same time, respecting the TCE and agency theory concerns by not being “too bold” (Peng, 1998; Peng, Hill & Wang, 2000; Peng & York, 2001).”