- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Practitioners and scholars point out that firms are increasingly dispersing their capabilities across organizational functions. However, itis not clear whether all forms of dispersion, of any function, resultin the same consequences. This study initiates investigation into the link between the cross-functional dispersion of influence on export marketing decisions (export dispersion) and export performance. Drawing on data from a sample of 225 UK exporters, the findings support the argument that active participation of non-export functions in export-marketing decisions affects export success. However, those performance consequences are dependent on internal and external contingencies. Export dispersion is beneficial for export performance when the export customer environment is more turbulent and, simultaneously, the export technological environment is more stable and the firm has lower levels of export information sharing. In all other scenarios examined in this study, greater levels of concentration of export decision-making (i.e. lower levels of export dispersion) appear to be more beneficial for export performance. Our findings imply that the management of the firm’s level of export dispersion is a complex task, whereby the degree of export dispersion pursued needs to match external environmental and internal firm factors.
The present study puts forward the issue of active participation of multiple business functions in export marketing decisions and points out its levels as a critical predictor of export performance. The management of export dispersion is an intricate task because its effect on export success is tied to multiple contingencies. Greater export dispersion levels are advantageous when the export customer environment is more turbulent and, concurrently, the export technological environment is more stable and the firm employs lesser levels of export information sharing. In all other situations examined, higher levels of concentration of export decision-making (i.e. lower levels of export dispersion) should be adopted. It is hence crucial that firms evaluate the degree of customer and technological dynamism in their export markets, as well as their degree of export information sharing when deciding on how much export dispersion to pursue. To the authors’ knowledge, this is the first study that examines the link between cross-functional dispersion of influence on marketing activities.