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Developing new products for international markets offers great growth opportunities for companies by positively influencing company performance. Specifically, the research purpose is to determine the effects of new product success factors on the measures of company export performance, namely export sales, export growth and export profitability.

The study examines the new product success factors, discriminating successful new products from unsuccessful ones in international markets. A pre-tested structured questionnaire is employed for collecting data from the companies. The population frame consists of exporting manufacturing companies and was determined from the records of the Export Promotion Centre of Turkey (IGEME). Of the 250 questionnaires sent out, 116 were completed and returned yielding a response rate of 46.4 percent. The study analysed data from 202 new product projects.

The research determined that various new product success factors have different levels of effect on company performance in international markets, mainly measured in terms of sales, market share and profitability. Specifically, it identified that pre-development and development activities, a large and fast-growing foreign market with huge demand, order of entry and large and well-executed advertising activities differentiate successful new products from unsuccessful ones. Product characteristics are, on the other hand, not found to be a strong factor differentiating successful new products from unsuccessful ones in international markets.

The main objective of the study is to integrate knowledge from two disciplines and expand new product success factors for international markets. The paper aims to bring together all the factors leading to the success of new products in international markets, and to test the effects of those factors on company performance. It is hoped that the findings will help managers and policy makers.

The purpose of this study is to investigate the relationships among organizational factors (export market experience, international commitment), external environment (competitive intensity), export marketing strategy and export success. The findings yielded by the analyses confirm that export market-specific experience and international commitment are significant drivers of export success. In addition, the results indicate that the degree of product adaptation is positively related to profitability and overall success, while price and distribution adaptation to local conditions have a direct impact on sales growth. Finally, the authors found evidence that international commitment exerts a positive effect on the adaptation of marketing strategies to country-specific requirements. Thus, the study findings can be used to formulate business and marketing strategies to improve firm’s success in overseas markets.

This study used PLS for dealing with formative and reflective measures and used a sample of 200 export ventures that exported on the average in more than 15 countries.

This study clearly shows that export venture success is linked to managerial commitment and experiential knowledge and that firms contribute to export venture success by adapting product to foreign markets. It is also shown that firms in more competitive environments increase their effort to adapt, leading to better export venture performance.

Although Austrian companies are typically characterized as small- and medium-sized enterprises (SMEs), the study is limited to this sample.

Managers in SME should concentrate their effort on a small set of export venture countries of concentrate their capabilities and effort (commitment and personal) to increase adaptation in those selected market, which will lead to increasing export venture performance.

The study differentiates between formative and reflective measures which most studies in this genre do not, which is a fundamental conceptual shortcoming. This study shows with robust result the interrelation between commitment and managerial experience (intra-firm factors) and the degree of competition in foreign markets and how marketing mix adaptation affects export venture performance measured over a period of five years.

The purpose of this study is to investigate the association of international orientation and market orientation and their joint effects on export market success. Additionally, it aims to examine how firms’ foreign market portfolio diversity moderates this association.

On the basis of a review of the literature on market orientation and international orientation in relation to manufacturers’ performance on export markets, the paper proposes a set of hypotheses. The hypotheses are empirically tested using 249 questionnaire responses from CEOs supplemented with census data.

The results indicate that international orientation is positively related to export market success and that this relationship is independent of market portfolio diversity. The paper provides insights to the limitations of the dominant position that holds market orientation as an undisputed valuable strategic capability since market orientation has different non‐linear associations with export market success depending on market portfolio diversity. Finally, the results indicate that the joint effects of international orientation and market orientation on export market success only are present for firms with a focused market portfolio.

The authors argue that the performance implications of different strategic orientations on export market success are context‐dependent and that firms’ market portfolio diversity assists in providing this nuanced insight. The study's empirical cross‐sectional setting limits inference about causality among the constructs.

While all exporting manufacturing firms may benefit from an international orientation, business practitioners are advised to pay particular attention to the diversity of their foreign market portfolio prior to allocating resources to market‐oriented activities.

In this empirical contribution, the authors show how international orientation explains performance differentials among manufacturing exporters as well as how market orientation positively moderates this relationship. Furthermore, the paper shows the context dependency of the value of firms’ market orientation on the basis of export market portfolio diversity.

Although the impact of market‐driven learning on new product success in export markets is assumed in the literature, its role is not yet empirically tested due to an absence of the concept operationalization. Develops a conceptual framework of market‐driven learning and new product success in export markets to address these issues. The authors further test the model using data collected from US software companies. The findings indicate that both customer and competitor learning processes exert positive impacts on new product success in foreign markets. The results regarding market environmental factors offer some evidence suggesting correlations between these factors and behavioral activities of market learning. Concludes with a discussion of managerial implications and directions for future research.

Compares and contrasts the Australian and international literature which has examined the determinants of export performance with a view to developing a model which will assist in improving what is generally considered to be low levels of achievement by Australian exporters. Based on a subjective evaluation of the international literature classifies export performance determinants into four categories of determinants ‐ tangible (e.g. product, technology, distribution), attitudinal, skill and knowledge. Combines these determinants into a simple explanatory model process for the Australian literature. Concludes, after comparison of the two literatures that such differences as exist are a matter of degree rather than kind. Lack of prior experience and a poor perception of the potential benefits appear to inhibit Australian involvement and are reflected in low confidence levels. Modifies the original model to address these issues, giving greater emphasis to a long‐term perspective and the attitudinal and skill based factors. Suggests that greater familiarity with the extant body of knowledge dealing with export performance determinants is needed to achieve the necessary attitudinal change and commitment to exporting which underpins success in domestic markets.

Aims to update a previous study into the marketing practices of successful UK exporters. Finds that the majority of success factors identified over a decade ago are still valid today. In addition, finds some support for the emerging relational approach to export marketing. Concludes that exporters should place greater emphasis on relationship factors to improve their performance. Revises an earlier model of export performance as the basis for future research.

Examines the export activities of a sample of companies which have won the Queen's Award to Industry for export achievement. Looks at those criteria employed in order to achieve export success. States that not all of the companies practised all of the criteria, with the majority using only two. Concludes that the historical background and tradition of an organization, together with the attitudes of its senior management, are the most significant factors in determining the level of its success.

The purpose of this paper is to examine the managerial determinants of the export success of Moroccan small and medium enterprises (SMEs) based on resource-based view (RBV) of a firm.

The quantitative design was employed involving a questionnaire completed by 100 managers of Moroccan SMEs. Multiple regression analyses were carried out to confirm or reject eight hypotheses.

It was found that management export commitment and management customer orientation are the main managerial factors in the export success of Moroccan SMEs.

The study was limited to one context, and it followed a cross-sectional approach. Export success was measured by only subjective method with Likert scale. The study suggests that further investigations can be made to incorporate other factors affecting export success.

The results offer insights into the practices of Moroccan exporting SMEs and recommendations for policy makers as well as an indication for further research. The research can also be used in teaching.

First, the tested model is one of few that consider developing country contexts. Second, this research can serve as a guide for future researchers who intend to study export success in other developing countries, particularly in Maghreb regions where there is a gross dearth of research. Therefore, the study is of significant value to practitioners and scholars alike.

This article reports the findings of an investigation into pricing and financing practices of exporting firms. The research addressed the relationship between commitment to exporting and level of export achievement with the uses of various tactical options in the area of pricing and finance. Firms in the machine tools industry in two countries were studied so that country of origin effects could be examined. Results show that commitment and success are strongly associated while there is some variability in the use of pricing and financing practices by the country of origin of the exporting firms. Commitment is shown to have some influence on relationships between (1) country of origin and financing practices and (2) financing practices and success.

The study aims to develop and test a model of export performance, focusing on the degree to which firms have different types of export flexibility and the degree to which firms adopt market‐oriented behavior in their export operations (i.e. their degree of export market‐oriented [EMO] behavior). Furthermore, the study seeks to examine the moderating roles that EMO behavior and export environment play with respect to the relationships between export flexibility dimensions and export performance.

The model is tested on a sample of 783 exporting firms. Data were collected via mail survey. Analysis was undertaken using structural equation modeling.

EMO behavior moderates the relationship between export flexibility and export sales performance. However, EMO behavior's moderating role differs depending on (a) the source of the export flexibility, and (b) the environmental conditions the firms face. Increasing levels of EMO behavior are associated with increased export sales performance under all conditions studied.

Reliance on cross‐sectional data may limit generalizability, as may the reliance on single country data. Additional sources of export flexibility should be modeled, as should more complex models of the export environment.

The findings identify several situations when EMO behavior is most beneficial and others where it is beneficial (but less so). Similarly, the results pinpoint situations where greater levels of export flexibility are a necessity. Managers should look to exploit this knowledge by enhancing EMO behavior and export flexibility.

This study is one of the very few that explicitly identifies export flexibility as a source of competitive advantage in the exporting literature. It is also the first study to suggest that EMO behavior's ability to shape export success is determined in part by other factors internal to the firm (e.g. export flexibility), as well as factors external to the firm (environment).