Experiential and Informational Knowledge, Architectural Marketing Capabilities, and the Adaptive Performance of Export Ventures: A Cross-National Study

By Neil A. Morgan, Shaoming Zou, Douglas W. Vorhies, Constantine S. Katsikeas. Decision Sciences, 2003

345 citations recorded by the source corpus.

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Citations in the corpus

Antecedents of Export Venture Performance: A Theoretical Model and Empirical Assessment (2004, background): “For example, export market knowledge and relationshipbuilding capabilities are likely enhanced as a result of the experiential learning that is associated with their use in planning, executing, and monitoring the outcomes of competitive strategy decisions (Day 1994; Morgan et al. 2003).”
The Effects of Early Internationalization on Performance Outcomes in Young International Ventures: The Mediating Role of Marketing Capabilities (2012, background): “Morgan et al. (2003) contend that marketing capabilities are important in determining a venture’s ability to adapt to the requirements of its target export market.”
Resource–performance relationships in industrial export ventures: The role of resource inimitability and substitutability (2006, methodology): “Exporting is a stage of internationalization that is particularly appropriate for medium sized business (e.g., Katsikeas et al., 2000; Morgan et al., 2003).”
Global Purchasing Strategy: Conceptualization and Measurement (2006, background): “Purchase-related capabilities are combinations of purchasing routines that are organizational processesbywhichavailableresourcesarecombined,transformed and deployed to create valuable purchase-related outcomes ( Morgan et al., 2003; Nelson & Winter, 1982; Teece, Pisano & Shuen,1997).Stocksofresourc”
An Easy Approach to Exploratory Factor Analysis: Marketing Perspective (2016, background): “…Publishing, Rome-Italy Vol. 6 No.1 January 2016 The dimensions construct of marble manufacturing unit marketing performance labels which are customer relation capability, marketing coverage, and proactive marketing capability as proposed by (Day, 1994; Vorhies et al, 2009; Morgan et al, 2003).”
Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy (2013, background): “Participant knowledge was determined by asking the respondents to indicate the extent to which they were knowledgeable about their firm’s overseas export activities on a seven-point Likert scale (Morgan et al., 2003): a mean score of 6.58 was recorded.”
Market orientation, marketing capabilities, and firm performance (2009, methodology): “Mgmt. J., 30: 909–920 (2009) DOI: 10.1002/smj (e.g., Vorhies and Morgan, 2005), and capabilities concerned with the processes of marketing strategy development and execution (e.g., Morgan et al., 2003).”
Resource determinants of strategy and performance: The case of British exporters (2012, background): “…this study also contribute to the advance of the knowledge-based view of the firm by providing strong support for its main proposition that heterogeneity in knowledge-based resources is a significant source of variation in firm performance (Grant, 1996; Kogut and Zander, 1992; Morgan et al., 2003).”
Marketing Strategies for Foreign Expansion of Companies Originating in Small and Open Economies: The Consequences of Strategic Fit and Performance (2012, background): “This is understandable in that foreign business knowledge of market needs increases the capacity of firms to implement marketing, and this enables the introduction of new products to foreign markets (Morgan et al. 2003).”