| for any organization engaged internationally, direct affects on performance and competitive advantage are typically simple to identify and address. A response to a direct pressure or threat may come in various forms. A differentiation strategy is used to provide products or services to customers that are perceived as unique and tailored to their needs. A low-cost strategy is used to undercut rivals in pricing and gain a larger market share. When there is no obvious direct market pressure or threat there can be issues relating to how an organization should respond. As such, organizations need to consider contingency theory, in order to know what to do when there is no direct effect on international competitive strategy on export performance. A contingency approach can be useful for an organization in order to generate market theory when there is no direct effect. Of particular interest is what effect managerial ties (MTs), such as business or political ties, have on the international competitive strategy-export performance framework. Chung and Kuo (2018) have identified business and political ties as having conflicting effects on this framework. Business ties, those that involve buyers, suppliers, distributors, and competitors, are seen to have a positive moderation effect on international competitive strategy-performance. Political ties, such as those between an organization’s executives and government officials (political leaders, officials in industry bureaus, or regulatory and supporting organizations) are believed to have a negative effect. Chung and Kuo (2018) have focused on the contingency performance strategy from developing regions (China) to a developed economic setting (EU).or any organization engaged internationally, direct affects on performance and competitive advantage are typically simple to identify and address. A response to a direct pressure or threat may come in various forms. A differentiation strategy is used to provide products or services to customers that are perceived as unique and tailored to their needs. A low-cost strategy is used to undercut rivals in pricing and gain a larger market share. When there is no obvious direct market pressure or threat there can be issues relating to how an organization should respond. As such, organizations need to consider contingency theory, in order to know what to do when there is no direct effect on international competitive strategy on export performance. A contingency approach can be useful for an organization in order to generate market theory when there is no direct effect. Of particular interest is what effect managerial ties (MTs), such as business or political ties, have on the international competitive strategy-export performance framework. Chung and Kuo (2018) have identified business and political ties as having conflicting effects on this framework. Business ties, those that involve buyers, suppliers, distributors, and competitors, are seen to have a positive moderation effect on international competitive strategy-performance. Political ties, such as those between an organization’s executives and government officials (political leaders, officials in industry bureaus, or regulatory and supporting organizations) are believed to have a negative effect. Chung and Kuo (2018) have focused on the contingency performance strategy from developing regions (China) to a developed economic setting (EU). |
