دانلود رایگان مقاله انگلیسی پیوند منابع نا هویدا و عملکرد صادراتی: نقش جهت گیری کارآفرینی و ظرفیت های پویا - امرالد 2017

Abstract

This research draws upon the Resource-Based View (RBV) and the Dynamic Capabilities View’s (DCV) premise that a firm’s resources and capabilities determine competitive advantage. Specifically, we develop and test a model entailing simultaneously the impact of intangible resources; and dynamic capabilities and entrepreneurial orientation on export performance. The results of a survey to 265 Portuguese exporting companies show that export performance is directly impacted by dynamic capabilities and entrepreneurial orientation. However, intangible resources do not have a significant direct impact on entrepreneurial orientation; they do have an indirect effect through the mediation of dynamic capabilities. These findings highlight the catalyst role of dynamic capabilities and entrepreneurial orientation, leveraging the role of intangible resources as antecedents of export performance. These findings are valuable inputs for exporting managers and public entities.

5. Discussion

and conclusion Exports are a key strategic option for many companies. Several investigations have been undertaken to identify the resources and capabilities that contribute positively to export performance. Our study adds to this literature by proposing and testing a model that captures the influence of the resource and capability base of a company in export performance. Specifically, this research evaluates the impact of intangible resources, namely informational and relational resources, on dynamic capabilities and entrepreneurial orientation, and determines whether these variables present a mediating effect on the relationship between intangible resources and export performance. A survey carried out with top managers of 265 exporting firms validated six out of eight direct relationships and one out of two mediating relationships. We found that relational resources influence informational resources and dynamic capabilities, although they do not significantly directly impact entrepreneurial orientation. Entrepreneurial orientation is, however, influenced by both types of intangible resources through the mediation of dynamic capabilities. Export performance is positively affected (directly and indirectly) by dynamic capabilities and entrepreneurial orientation. Furthermore, dynamic capabilities also mediate the relationship between intangible assets and export performance. Entrepreneurial orientation, however, does not have a significant mediating impact on the relationship between intangible resources and export performance. Concerning the first part of the model, linking resources, capabilities and entrepreneurial orientation, our results are consistent with Madsen et al.’s (2007) study, except for the direct relationship between informational resources and entrepreneurial orientation, which was not statistically demonstrated in this investigation. However, we did find an indirect impact through the mediating impact of dynamic capabilities. This stresses the importance of considering the instrumental role of dynamic capabilities in leveraging the stock of knowledge possessed by the firm. The constant demand (both internal or external) of new business opportunities appears to enhance the entrepreneurial orientation, thereby allowing firms with advanced dynamic capabilities to better steer their entrepreneurial strategies for innovation, risk taking and proactiveness.