Resources and capabilities driving competitive advantage in export markets: guidelines for industrial exporters

By Anna Kaleka. 2002

318 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8fd2f8b93789d7a9356ec10deb0ed01a654c5898

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In Strategy and Management

Citations in the corpus

Leveraging marketing capabilities into competitive advantage and export performance (2015, background): “This also enables the firm to minimize R&D costs and decrease its production cost more quickly than its competitors in foreign markets due to economies of scale (Kaleka 2002), and to subsequently enjoy a low-cost advantage and high performance (See Porter 1980).”
Implications of perceived competitive advantages, adaptation of marketing tactics and export commitment on export performance (2010, background): “Kaleka (2002) and Morgan et al. (2004) point out that the competitive advantages deriving from exports constitute the position the firm achieves in relation to the combination of cost, product and service elements in a particular foreign market.”
Resource determinants of strategy and performance: The case of British exporters (2012, background): “Furthermore, empirical evidence suggests that in an international context firm capabilities are more important than resources in explaining heterogeneous export performance (Hall, 1992; Fahy, 2002; Kaleka, 2002).”
Benefiting from economic crisis? Strategic orientation effects, trade-offs, and configurations with resource availability on SME performance (2020, background): “position to offer superior value and services to customers than their resource-constraint rivals, as they are in a position to invest more firm effort into getting the most out of accessible markets (Kaleka 2002).”
Influence of the capacities of top management on the internationalization of SMEs (2009, background): “In this regard, Kaleka ( 2002 ) argues that the differences existing between foreign and domestic markets in terms of economic, legal, socio-cultural factors, etc, prompt companies to implement different strategies in each of these markets, which may allow them to obtain different competitive advant”
National Export-Promotion Programs as Drivers of Organizational Resources and Capabilities: Effects on Strategy, Competitive Advantage, and Performance (2011, methodology): “…resources and capabilities fit with the specific requirements of the foreign market, (2) the timely allocation of appropriate resources and capabilities to implement the various dimensions of export marketing strategy, and (3) the quality of marketing strategy implementation (Kaleka 2002).”