مقاله انگلیسی رایگان در مورد اهمیت روابط مدیریتی در استراتژی رقابتی بین المللی – امرالد ۲۰۱۸

emerald

 

مشخصات مقاله
انتشار مقاله سال ۲۰۱۸
تعداد صفحات مقاله انگلیسی ۲۰ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
منتشر شده در نشریه امرالد
نوع مقاله ISI
عنوان انگلیسی مقاله When and how managerial ties matter in international competitive strategy, export financial and strategic performance framework A standardized or customized approach?
ترجمه عنوان مقاله اهمیت روابط مدیریتی در استراتژی رقابتی بین المللی
فرمت مقاله انگلیسی  PDF
رشته های مرتبط مدیریت
گرایش های مرتبط بازاریابی، مدیریت استراتژیک، مدیریت عملکرد
مجله مجله اروپایی بازاریابی – European Journal of Marketing
دانشگاه College of Business – Massey University – Auckland – New Zealand
کلمات کلیدی شبکه، اتحادیه اروپا، عملکرد صادرات، کشورهای در حال توسعه، نظریه احتمالی، استراتژی رقابتی بین المللی (تمایز و کم هزینه) روابط مدیریتی (تجاری و سیاسی)، توسعه در مقابل منطقه در حال توسعه، فرایند استاندارد سازی / سفارشی سازی
کلمات کلیدی انگلیسی Networking, European Union, Export performance, Developing countries, Contingency theory, International competitive (differentiation and low cost) strategy, Managerial (business and political) ties, Developed vs developing region, Standardization/customization process
کد محصول E6052
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Introduction

A differentiation strategy denotes offering a product that customers perceive as unique in the market, where the product is specifically tailored to the needs of each customer, thereby creating high levels of customer loyalty and satisfaction (Porter, 1980; Knight and Cavusgil, 2005). A low-cost strategy occurs when a firm becomes the lowest cost producer competing in the industry in which it operates (Porter, 1985). Firms can achieve superior performance when their product sells at a lower price than rivals in the market (Li and Li, 2008). Though a significant amount of research has been dedicated to competitive business (differentiation and low-cost) strategy and performance in the past decades (Acquaah, 2007; Jusoh and Parnell, 2008), extant research primarily focuses on the direct relationship between international competitive strategy and export performance but fails to consider the contingent framework in the international competitive strategy-export performance dyad (Aulakh et al., 2000; Julien and Ramangalahy, 2003; Knight and Cavusgil, 2005; Namiki, 1988; Murray et al., 2011). The contingency theory suggests that the association between two variables is contingent upon internal and external factors (Zeithaml et al., 1988) and, thus, a firm’s performance is an outcome of the subject variables’ interactions (Chung et al., 2012). This theory provides guidance on what firms should do, and how they should do it, when the direct effect of an international competitive strategy on export performance is absent. In this study, we argue that the contingency approach can be used as an alternative technique for generating marketing theory in the dyad, especially when the direct effect of international competitive strategy on export performance is lacking (Zeithaml et al., 1988; Chung et al., 2012). Our study explores the contingent effect of managerial ties (MTs) (business and political ties) on the international competitive strategy-export performance framework. We argue that business and political ties play a different moderation role in the international competitive strategy-performance framework (Acquaah, 2007; Li et al., 2009; Zeithaml et al. 1988). A firm’s business ties include those with business partners (buyers, suppliers, distributors and competitors) (i.e. business ties; Li et al., 2009), while the political ties include a firm’s executive ties with local government officials, including political leaders at various levels of government, officials in industry bureaus and regulatory and supporting organizations (Peng and Luo, 2000; Li et al., 2009; Chung, 2012). By building on the findings established in prior research (Li et al., 2009; Andersson et al., 2002),

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