Entrepreneurial orientation,export channel selection,and export performance of SMEs |
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| Institution: | 1. European Commission, Brussels, Belgium;2. King’s Business School, King’s College London, United Kingdom;3. Turku School of Economics, Turku, Finland;1. Renmin Business School, Renmin University of China, China;2. School of Business, Sun Yat-sen University, China;3. School of Technology and Business Studies, Dalarna University, Sweden;4. Department of Business Studies, Uppsala University, Sweden;5. School of Business, Economics and Law, University of Gothenburg, Sweden;1. LUT University, PL 20, 53851, Lappeenranta, Finland;2. RMIT University, GPO Box 2476, Melbourne, VIC, 3001 Australia;1. Ted Rogers School of Management, Ryerson University, 350 Victoria Street, Toronto, ON, M5B 2K3, Canada;2. International Business School, Shanghai University of International Business and Economics, No. 1900 Wenxiang Road, Songjiang District, Shanghai, 201620, China;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;1. Université Paris-Saclay, UVSQ, IAE de Versailles, Larequoi, 47, boulevard Vauban, 78047, Guyancourt Cedex, France;2. Université Côte d’Azur, IAE Nice, GRM, 5, rue du 22ème B.C.A., 06357, Nice Cedex 4, France;3. Lappeenranta-Lahti University of Technology (LUT), School of Business and Management, P.O. Box 20, 53851, Lappeenranta, Finland;1. Department of Marketing and International Business, School of Business and Economics, North South University, Bangladesh;2. Newcastle Business School, Northumbria University, UK;3. Centre for International Business (CIBUL), Leeds University Business School, University of Leeds, UK;4. Prince Mohammad Bin Salman College for Business & Entrepreneurship, Saudi Arabia;5. Norwich Business School, University of East Anglia, UK |
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| Abstract: | Although research indicates that the export channel a firm uses can significantly impact export performance, it is unclear how firms should select this channel. Models of export channel choice tend to concentrate on transaction cost efficiencies, ignoring value adding orientations that entrepreneurial firms may possess. In this paper we develop and test the theoretical notion that in addition to transaction costs, differences in entrepreneurial orientation (EO) influence export channel choice and as a consequence export performance. Using data from a sample of Dutch and Italian SMEs we find that adding EO (moderated by institutional distance) significantly improves our model of export channel choice. Further we find that firms selecting export channels that align not only with transaction cost factors but also firm level EO, moderated by institutional distance, have higher export market performance. Thus, our study adds to and extends the export channel choice literature and provides interesting new insights into how EO helps firms create more successful export operations. |
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| Keywords: | Export channel Export performance EO SME Institutional distance Transaction cost |
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