Search results

1 – 2 of 2
Article
Publication date: 17 January 2023

James M. Crick, Dave Crick and Giulio Ferrigno

Guided by resource-based theory, this study unpacks the relationship between an export entrepreneurial marketing orientation (EMO) and export performance. This is undertaken by…

Abstract

Purpose

Guided by resource-based theory, this study unpacks the relationship between an export entrepreneurial marketing orientation (EMO) and export performance. This is undertaken by investigating quadratic effects and the moderating role of export coopetition (cooperation amongst competitors in an international arena).

Design/methodology/approach

Survey responses were collected from a sample of 282 smaller-sized wine producers in Italy. This empirical context was ideal, as it hosted varying degrees of the constructs within the conceptual model. Put another way, it was suitable to test the underlying issues for theorising purposes. The hypotheses and control paths were tested through a three-step hierarchical regression analysis.

Findings

An export EMO had a non-linear (inverted U-shaped) association with export performance. Furthermore, this link was positively moderated by export coopetition. With too little of an export EMO, small enterprises might struggle to create value for their overseas customers. With too much of an export EMO, owner-managers could experience harmful performance outcomes. By cooperating with appropriate industry rivals, small companies can acquire new resources, capabilities and opportunities to help them to boost their export performance. That is, export coopetition can stabilise some of the potential dangers of employing an export EMO.

Originality/value

The empirical findings signified that an export EMO has potential dark-sides if these firm-wide behaviours are not implemented effectively. Nevertheless, cooperating with competitors in export markets can alleviate some of these concerns. Collectively, unique insights have emerged, whereby entrepreneurs are advantaged by being strategically flexible and collaborating with appropriate key stakeholders to enhance their export performance.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 12 March 2024

Sadia Jahanzeb, Dave Bouckenooghe, Tasneem Fatima and Madiha Akram

Drawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic…

Abstract

Purpose

Drawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias.

Design/methodology/approach

We tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan.

Findings

Perceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not.

Practical implications

For human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions.

Social implications

Perceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities.

Originality/value

This study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

1 – 2 of 2