دانلود رایگان مقاله انگلیسی تاثیر جهت گیری جهانی مدیران در صادرات SME و عملکرد اقتصادی - اشپرینگر 2018

Abstract

This study investigates the relationship between selected managers’ attitudinal and cognitive aspects, proxied through observable demographic variables, and small and medium-sized enterprises’ export and economic performance. We argue that a manager’s positive attitude, vision, and commitment towards international business refected in his/her level of global orientation (MGO) will positively infuence various dimensions of the frm’s performance. We contend further that this impact is consistent in the long term and difers according to frm size and industry. Based on a sample of 271 manufacturers between 2005 and 2014 (2710 observations), empirical fndings provide overall support for our arguments, showing that MGO is positively related to frms’ export intensity, scope and speed. Accordingly, frms whose managers have a higher MGO perform a more rapid frst-time foreign market entry, they export to more countries, and they sell a higher percentage of their total turnover abroad. The level of MGO is also associated with some exportmarketing outcomes, namely the creation of a network of sales partners and export planning. Finally, a higher MGO is also related to increases in overall proftability, particularly for smaller frms and for the Manufacturing and wholesale industry. The paper concludes with a discussion about managerial and public policy implications.

6 Limitations and Directions for Further Research

The fndings contribute to previous calls for analyses that include longitudinal information and frms from diferent industries, but this study has some limitations that point to areas for further research. First, our impact analysis is concentrated on exporting, the most common foreign market entry method. However, it does not explore the efects of MGO in relation to other foreign entry strategies, such as foreign direct investment, licensing, and joint ventures. Future studies could explore the impact of managers’ global orientation in the decision to enter into foreign markets through high investment/risk strategies such as production subsidiaries, and the management and proftability of those foreign establishments. Second, further research could assess the extent of the impact of MGO in listed large multinationals’ strategies and performance, by measuring the levels of global orientation of the entire top management team and the potentially moderating role of middle managers (Li 2017). For such companies, the combination of features from top and middle managers may play a major role in their international and overall economic performance.