مقاله انگلیسی رایگان در مورد مکانیسم مدیریت ارتباطی فعالیت صادراتی عوامل تعیین کننده عواقب

مقاله سال 2016

 مجله تحقیقات بازاریابی – Journal of Business Research

Due to the majority of exporters not developing vertically integrated systems of international distribution (e.g., foreign subsidiaries and overseas sales offices), their entry into international markets takes place through foreign distributors. In this sense, the international marketing literature recognizes the fundamental role which foreign distributors play in the success of exporters, as well as the need to define the mechanisms which govern the relation between them (Zhang, Cavusgil, & Roath, 2003). However, most works in the export area center on the principles of two predominant approaches — structure–conduct– performance (Cavusgil & Zou, 1994) and the resource-based view (RBV) of the firm (Morgan, Kaleka, & Katsikeas, 2004) — to explain the exporter’s result, ignoring the premises of the relational paradigm (Styles, Patterson, & Ahmed, 2008). Although prior research has provided evidence of the importance of exporter–distributor relationships (Leonidou, Katsikeas, & Hadjimarcou, 2002; Styles & Ambler, 2000), until now no export performance model has empirically tested the critical tenets of relational exchange theory which is the basis of this perspective. Assuming and aiming to contribute to overcoming this research gap, this study has two main objectives. First, to know the determinants of the mechanisms of relational governance-cooperation, information exchange and flexibility — between exporters and their foreign distributors from both an internal perspective – foreign distributor dependence and the exporter’s international capabilities – and an external viewpoint — the foreign market environment. Second, to analyze the influence of relational governance mechanisms on the exporter’s results, considering that qualitative indicators – the achievement of aims – and quantitative indicators – the growth of export sales – make up this factor.

The relationship literature extensively notes that the mutuality of the motivations is of paramount importance for superior relationship performance. For instance, one party (e.g., exporter) in this dyadic relationship may have a very strong motivation toward a long-term relationship. Nevertheless, unless the other party in the dyad (e.g., importer–distributor) reciprocates with the very same motivation, that inter-organizational relationship inevitably comes to an end. The resource-based view and the relational paradigm may explain this argument and these sustainable relationships. The resource-based view means the coordinated action between different functions in the distribution chain in order to reduce uncertainty, and manage both dependence and interdependence in intraand interfirm relationships (Dhanaraj & Beamish, 2003). The relational marketing literature notes that relational norms prescribe or guide behaviors and expectations (Nummela, Saarenketo, & Puumalainen, 2004). A possible description of relational norms is learning behavior from expectations and shared values. In accordance with resource dependency theory and the relational marketing perspective, participation allows members of firms to manage the uncertainty of interdependence and provides behavioral guidance for individuals to work together for the benefit of the entire distribution chain (Porter, 2008).

This study offers four major findings. Firstly, associated with the principles of the relational paradigm, the creating and maintaining of exporter–foreign distributor relations whose basis is information exchange, flexibility and cooperation directly and positively influence the exporter’s result. Secondly, in line with channel theory, the greater the exporter’s dependence on its foreign distributors, the more its need to set up relational norms. Thirdly, the exporter’s international capabilities help to create an appropriate relational atmosphere with its foreign distributors. Finally, according to the contingency approach, the volatility of foreign markets positively influences the need of the exporter and its international distributors to exchange information, to be flexible and to cooperate.