Export Market-Oriented Behavior and Export Performance: Quadratic and Moderating Effects under Differing Degrees of Market Dynamism and Internationalization

By J. Cadogan, Olli Kuivalainen, S. Sundqvist. 2009

365 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4b5f42414bf082ede3491f7ebfedbb6df6ac21fb

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Citations in the corpus

Beating Competitors to International Markets: The Value of Geographically Balanced Networks for Innovation (2014, background): “Firms competing in industries characterized as dynamic (Cadogan, Kuivalainen, and Sundqvist, 2009), as having higher international sales (Wolf, 1977), as having higher mean sales (Bloodgood et al., 1996), and as having increased product market competition (Karuna, 2007) are more likely to seek…”
Firm Innovativeness and Export Performance: Environmental, Networking, and Structural Contingencies (2013, methodology): “The literature also suggests that firm size, industry types, export experience, and R&D activities may influence the performance outcomes of innovation activities (Kuivalainen, Sundqvist, and Servais 2007; Sundqvist et al. 2012). For example, Lau and Bruton (2011) argue that by controlling for firm ”
The determinants of export performance: a review of the literature 2006-2014 (2016, background): “As an illustration, Cadogan et al. (2009) reveal the pivotal role of market orientation capabilities in improving export performance.”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, neutral): “The items were derived from Cadogan et al. (2009).”
The dark side of the entrepreneurial orientation and market orientation interplay: A new product development perspective (2015, background): “This relationship may be the impetus behind recent research, which suggests that being too market-oriented may be detrimental to performance (Cadogan, 2012; Cadogan et al., 2009).”
Export market orientation, managerial ties, and performance (2012, background): “, 2006), demonstrating that EMO can be used as a key strategy to achieve higher export performance (Cadogan et al., 2009).”
Complementary effect of entrepreneurial and market orientations on export new product success under differing levels of competitive intensity and financial capital (2012, background): “…under very high levels of market-driven behavior, while firms can harvest existing market knowledge to exploit current market opportunities, they may also develop structural inertia, ultimately reducing their capacity to pursue new and inventive ideas in export markets (Cadogan et al., 2009).”
International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research (2012, background): “…and Nakos (2005) Brouthers et al. (2009) Burgel and Murray (2000) Burpitt and Rondinelli (2000) Butler et al. (2010) Buttriss and Wilkinson (2006) Cadogan et al. (2009) Calof and Beamish (1995) Cassiman and Golovko (2010) Chandra and Coviello (2010) Chandra et al. (2009) Chandra et al. (2012)…”
Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy (2013, methodology): “Furthermore, export EOB-squared and export MOBsquared were included in order to control for any potential non-linear (quadratic) impacts of market-driving activity (e.g. Atuahene-Gima et al., 2005) and market-driven activity (e.g. Cadogan et al., 2009).”
Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages (2011, background): “They further asserted that, “[t] here may be additional contexts in which context-specific models would provide an improvement on traditional noncontext-specific models of market orientation’s consequences” (Cadogan et al. 2009, p. 84).”