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The purpose of this paper is to integrate the resource-based view (RBV) with organisational learning theory by investigating the role of the RBV mechanism in the preceding performance-current performance linkage. The authors further examine the role of the decision-making approach on the RBV-prior-current performance paradigm. Using China as the research setting, they empirically test the theoretical model based on 229 firms selected from a nation-wide survey.

This study has used China as the research setting. The authors empirically test the theoretical model based on 229 firms selected from a nation-wide survey.

This study reveals that prior export performance is a key determinant of current export performance, and this effect is enhanced by product certification (an internal RBV mechanism) and the intention to make an initial public offering (and external RBV mechanism). Moreover, the internal RBV-prior-current performance paradigm is positively moderated by the delegated decision-making approach, while the external RBV-prior-current performance paradigm is negatively moderated by this decision-making approach.

The results related to RBV and prior organisational learning also extends the extant literature and offer implications in two important ways. One, this research advances existing research that has only considered the direct effect of organisational learning on current performance (Lages et al., 2008). In addition to its direct effect, this study suggests that the interplay of organisational learning and resource commitment also provides important determinants of export performance. These new results imply that future research should not only explore the effect of organisational learning theory but also that of firm resource in the research on the prior-current performance dyad (Lages et al., 2008). Two, this study also advances the theoretical development of the export venture resource and management commitment research by revealing two new factors (Cavusgil and Zou, 1994). As a result, when conducting exporting activity from an emerging economy, exporting firms should consider committing their resources on acquiring international certification and seeking external funding. These new findings provide new guidance on the choice of the type of resource commitments and their roles in the prior-current performance conceptualisation when operating in the emerging markets.

The results also contribute to the conceptualisation of the decision-making literature in the context of emerging economies (Garnier, 1982; Kao, 1993; Redding, 1993; Solberg, 2000), where an owner decision-making approach is associated with a number of negative effects (Kao, 1993; Redding, 1993). This study suggests that an owner decision-making approach can actually help firms to implement the effect of external RBV’s influence in the prior-current performance framework. As a result, the findings imply that researchers and managers of EMEFs should now consider including the effect of decision-making governance when exploring the interactive effect of RBV and organisational learning in export performance research (Lages et al., 2008).

This three-way interaction results have implications for the development of organisational learning theory, the RBV, decision-making, export performance and emerging market literature.

This article is concerned with “internal” corporate governance i.e. corporate governance within the firm – in particular the delegation of decision‐making powers from the parent company board to the boards of divisions and subsidiaries. In fast‐moving businesses, companies must respond quickly to changes in technologies and markets and with this in mind international businesses are tending to delegate substantial discretion to the boards and management teams of subsidiaries. In researching divisionalized companies in financial services, electronics and process manufacturing the author discovered that much of the business was carried on among subsidiaries through a network of contracts and the resources which were held at the center were often made available to subsidiaries through license agreements. Such complex arrangements present parent boards with difficult issues which must be resolved if their companies are to act entrepreneurially. For example: what powers should be reserved for the parent board and what decisions should be delegated to subsidiary boards? Also should subsidiary companies have autonomous boards with independent non‐executive directors?

The purpose of this paper is to develop a theory of sovereign entrepreneurship, which is a special kind of political entrepreneurship.

This paper uses qualitative methods/historical survey.

Sovereignty is rooted in self-enforced exchange of political property rights. Sovereign entrepreneurship is the creative employment of political property rights to advance a plan.

Because a polity’s constitution is determined by its distribution of political property rights, sovereign entrepreneurship and constitutional change are necessarily linked. The author illustrated how sovereign entrepreneurship can be applied by using it to explain the rise of modern states.

In addition to studying instances of sovereign entrepreneurship in distant history, scholars can apply it to recent history. Sovereign entrepreneurship can be especially helpful as a tool for doing analytic narratives of low-n cases of political-economic development, especially when those polities attract interests for being “development miracles.”

This paper uses treats sovereignty as a political property right.