Resource determinants of strategy and performance: The case of British exporters |
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| Authors: | Elena Beleska-Spasova Keith W. Glaister Chris Stride |
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| Affiliation: | 1. International Business, School of Management, Henley Business School, University of Reading, Henley-on-Thames, Oxon RG9 3AU, UK;2. International Strategic Management, The Management School, The University of Sheffield, 9 Mappin Streetn, Sheffield S1 4DT, UK;3. Statistician, Institute of Work Psychology, The University of Sheffield, Mushroom Lane, Sheffield S10 2TN, UK;1. University of Goettingen, Faculty of Economic Sciences, Platz der Goettinger Sieben 3, 37073 Goettingen, Germany;2. Macquarie University, Macquarie Business School, Department of Management, 4 Eastern Road, NSW 2109, Australia;1. SOAS University of London, Thornhaugh Street, Russell Square, London WC1H OXG, United Kingdom;2. University of Birmingham, Birmingham Business School, Edgbaston, Birmingham, B15 2TT, United Kingdom;3. University of Glasgow, Adam Smith Business School, West Quadrangle, Glasgow, G12 8QQ, United Kingdom;4. Qatar University, College of Business & Economics, Qatar University, P.O.Box 2713, Doha, Qatar;5. Oxford Brookes University, Oxford Brookes Business School, Headington Campus, Oxford, OX3 0BP, United Kingdom;6. Aalborg University, Department of Business and Management, Fibigerstræde 4, Aalborg East 9220, Denmark;7. Kent Business School, University of Kent, Canterbury, Kent, CT2 7FS, United Kingdom;8. China-Europe International Business School, 699 Hongfeng Road, Pudong, Shanghai 201206, China;1. Ghent University, Faculty of Economics and Business Administration, Sint-Pietersplein 7, 9000 Gent, Belgium;2. National Bank of Belgium & Université Libre de Bruxelles, Boulevard de Berlaimont 14, 1000 Brussels, Belgium;1. National Chengchi University, 64, Sec. 2 Zhi-Nan Road, Taipei, 11605, Taiwan;2. Florida State University, USA & Kyung Hee University, Seoul, Korea;3. Univeristy of Michigan-Flint, USA;1. The University of Adelaide Business School, 10 Pulteney St., Level 10, Adelaide, SA 5005, Australia;2. Kedge Business School, 680 cours de la Liberation, Talence Cedex, France;1. Faculty of Business Administration, Ono Academic College, Kiryat Ono 55000, Israel;2. School of Business and Economics, Loughborough University, Loughborough, UK and Honorary Professor and Docent, Lappeenranta University of Technology, Finland;3. School of Business and Economics, Loughborough University, Loughborough, UK;4. Universiti Utara, Malaysia |
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| Abstract: | This study adopts the RBV of the firm in order to identify critical advantage-generating resources and capabilities with strong positive export strategy and performance implications. The proposed export performance model is tested using a structural equation modelling approach on a sample of 356 British exporters. We examine the individual as well as the concurrent (simultaneous) direct and indirect effects of five resource bundles on export performance. We find that four resources/capabilities: managerial, knowledge, planning, and technology, have a significant positive direct effect on export performance, while relational and physical resources exhibited no unique positive effect. We also find that the firm's export strategy mediates the resource–performance nexus in the case of managerial and knowledge-based resources. The theoretical and methodological grounding of this study contributes to the advancement of export related research by providing better specification of the nature of the effects – direct or indirect – of particular resource factors on export performance. |
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