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Factors facilitating and impeding the development of export market-oriented behavior: A study of Hong Kong manufacturing exporters
Authors:John W Cadogan [Author Vitae]  Charles C Cui [Author Vitae]  Robert E Morgan [Author Vitae]  Vicky M Story [Author Vitae]
Institution:a Business School, Loughborough University, Loughborough, LE11 3TU, United Kingdom
b Manchester Business School, The University of Manchester, Manchester, M15 6PB, United Kingdom
c Cardiff Business School, Cardiff University, Colum Drive, Cardiff, CF10 3EU, United Kingdom
Abstract:We test a model of the antecedents to market-oriented behavior in firms' export operations (i.e., export market-oriented EMO] behavior). Using data from Hong Kong-based industrial manufacturing exporters, we explain 73% of the variance in EMO activity. Our findings confirm the importance of variables such as export coordination, export experience, and the export environment in determining EMO behavior levels. However, several hypotheses are refuted, contradicting previous research findings. For instance, in our sample, centralized decision-making generally is positively related to EMO activity—particularly under conditions of high environmental turbulence: this contradicts findings of studies in Western exporting businesses where centralization generally inhibits EMO behavior. Furthermore, unlike their Western counterparts, market-based reward and training systems and managers' export commitment and emphasis on market orientation do not predict EMO behavior. We suggest that these unexpected findings may be due to differences in culture between Asian and Western businesses.
Keywords:Export marketing  Industrial manufacturing exporters  Export market orientation  Export behavior  Chinese firms  Export context  Survey research  Empirical analysis
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