Resource–performance relationships in industrial export ventures: The role of resource inimitability and substitutability

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The determinants of export performance: a review of the literature 2006-2014 (2016, unknown): “…Q(M) 100 48.00% ED EV ESG, PR, SAT, ExS MLR 4 Katsikeas et al. (2006) FT UK M SML Q(M) 171 33.00% CAI EV ES, ESG, NS, PR, ROI, PRG, CSAT, CuT SEM 5 Morgan et al. (2006) RBV Germany/UK M SML(I) Q(M) 150/189 25%/42% EM EV MSG, ANC, ES, ESG LR 6 Wilkinson and Brouthers (2006) RBV US M(I) SMEs Q(M)…”
Linking intangible resources and entrepreneurial orientation to export performance: The mediating effect of dynamic capabilities (2019, methodology): “This scale is deemed to adequately capture the resources needed for export markets (Morgan et al., 2006), and has been widely used in previous studies, confirming its validity (Aaby & Slater, 1989; Cavusgil & Zou, 1994; Rua & Franç a, 2016; Venkatraman, 1986).”
National Export-Promotion Programs as Drivers of Organizational Resources and Capabilities: Effects on Strategy, Competitive Advantage, and Performance (2011, background): “To design and implement rigorous export marketing strategies, firms must have both an adequate accumulation and the right combination of the key resources to use effectively in various strategic actions in foreign markets (Morgan, Vorhies, and Schlegelmilch 2006).”