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This research aims at contributing to international marketing literature by reconsidering the drivers of firms’ globalization and global market performance in the light of organizational mindfulness concept.

Based on industrial organization theory, resource-based view and literature on organizational mindfulness, a conceptual framework is presented to characterize how organizational mindfulness impacts firms’ globalization process and global market performance. In total, 14 propositions are extracted.

This paper proposes that organizational mindfulness plays a significant role in firms’ entry into foreign markets, global extension and global market performance. More specifically, organizational mindfulness positively moderates the relationships between external globalization drivers and the extent of firms’ globalization. In addition, organizational mindfulness is an antecedent to strategic processes, whereas it positively moderates the relationships between other internal drivers and firms’ globalization and global market performance. Furthermore, this paper suggests that country equity is a significant external globalization driver that also moderates the relationship between the extent of firms’ globalization and global market performance.

The proposed framework contributes to international marketing research by integrating organizational mindfulness concept into the drivers of firms’ globalization and global market performance, and highlights its crucial role in the pursuit of opportunities in the global marketplace. The paper suggests that firms should create mindful organizations to expand its activities into global markets and achieve desirable global market performance. In other words, they should improve collective mindfulness to survive in today’s hyper-competitive markets.

The paper represents the first attempt that incorporates organizational mindfulness concept into firms’ globalization process. Highlighting the importance of developing mindful organizations, it reconsiders the drivers of firms’ global expansion and global market performance. Furthermore, it is the first attempt that introduces the country equity construct as an external driver of firms’ global extension and as a moderator between organizational reform measures and global market performance.

External globalization drivers have been proposed to influence the degree of internationalization occurring in industries (Yip, 1989). Industry globalization drivers, when used in conjunction with firm‐specific global strategy levers (Bartlett & Ghoshal, 1995), provide the bases for obtaining competitive advantage. However, the relative importance of the various drivers of globalization varies across industries. Further, the presence of each driver in different countries may also vary. This paper proposes that the interplay of these two factors impacts the investment decisions occurring in different industry sectors across different countries. The case of investments of the U.S. automobile, computer, and petroleum refining industries in the ASEAN region is used to illustrate the argument. The main proposition in this paper is that U.S. firms need to undertake more investments in the ASEAN region from a global competitiveness standpoint independent of traditional market‐ or resource‐drivers.

This meta-analysis aims to explore the true effect sizes of major channel performance drivers from different theoretical perspectives and how these true effects are organized in a theoretically integrated structural analysis to predict performance.

First, it offers a quantitative summary on the drivers of channel performance through pairwise correlation analysis. Second, it tests an integrative framework of various performance drivers based on the relational view by using structural equation modeling. Last, it examines the potential moderation on the effects of performance drivers.

The synthesized effects of various channel performance drivers confirm the effectiveness of underlying theoretical perspectives of channel performance. The relational view is effective to identify immediate interorganizational drivers of channel performance. The contexts and methods of performance assessment have an impact on the appraisal of performance drivers.

The performance drivers included in this meta-analysis are constrained to variables that exist in empirical channels literature and have sufficient primary data for analysis. Moderation tests are constrained by the report of research contexts and methods in original studies. Future research should broaden the theoretical perspectives on channel performance.

First, leveraging key routines and processes embedded in marketing channel relationships is critical to improve channel performance. Second, more targeted effort to manage channels in different markets may improve the efficiency of channel performance enhancement. Last, a comprehensive performance assessment process is necessary to avoid biased estimation of performance drivers.

This meta-analysis provides a systematic review of factors influencing marketing channel performance by synthesizing and correcting the effect sizes of performance drivers from different theoretical perspectives. It further develops and tests an integrative model of four immediate interorganizational drivers of channel performance.

The purpose of this paper is to examine the regulation of advertising by considering market‐driven firms (those seeking to keep within the boundaries set by social and industry norms) and market drivers (those seeking to stretch boundaries to gain a competitive advantage). Thought is also given to the costs of regulation and tolerance to the social purse, and the benefits gained by compliance and violation.

The authors develop a conceptual argument for boundary stretching where market drivers are present in a marketplace dominated by market‐driven firms. The authors then apply a game theory model to examine the conditions, the firm responses, and Government responses. In doing so the authors investigate incentives for non‐compliant behavior in a self‐regulated market and show that a firm can achieve a market advantage by stretching advertising boundaries.

Results suggest that when government takes a “wait‐and‐see” approach of partial tolerance, then the market driver can become the focal point for the market‐driven, and a shift will take place in the regulatory boundary. If the government is the boundary shifter then social engineers are taking advantage of artificial boundaries they know will not be enforced, with implications for campaigns such as drink‐driving, smoking, and domestic violence. Also, the market driver will gain a competitive advantage by entering a market‐driven marketplace through boundary shifts, even after incurring an initial penalty.

The research demonstrates a need for research into marketing regulation to consider firm types, violation types, and tolerance levels. The study contributes to our understanding of marketer activity with two implications; first the firm is shifting the boundaries and redefining the market focal point as themselves, rather than violating the boundaries and setting themselves outside the rules. Second, depending on the level of tolerance that government has with the regulation of advertising, there is a cost to both the social purse and to market‐driven firms associated with boundary shifters.

A market driver, looking for growth opportunities, should try to enter markets dominated by market‐driven firms, and which have self‐regulation, while market driven firms should either look for regulatory protection or act collectively to wield power over third parties – for example forcing media outlets not to carry market driver advertising.

By introducing the concept of boundary stretching and allowing for market drivers and market driven firms, the authors show the effects of regulation (or tolerance) in a realistic setting and allow for the real‐world dynamics of a marketplace where new ideas create new focal points for social acceptance. This study also provides a clear illustration of the usefulness of game theory in marketing studies.

This paper aims to examine the Canadian financial sector’s reaction to opportunities and risks created by the green bond market in a low-carbon and climate-resilient (LCR) economy.

The authors used a concurrent mixed methodological approach that undertakes an online survey and semistructured interviews with critical green bond market stakeholders.

The most significant market driver in Canada is the reputational benefit for stakeholders, i.e. its ability to meet the high demand for sustainable finance and the marketing potential of its green credentials. The major market barriers are transactional costs, i.e. additional tracking required for reporting purposes, lack of market liquidity and identification of environmental impact or additionality. Canadian green bonds are also more likely to be evaluated on their green impact than their global market peers.

Limitations of this study include its focus on Canada, which may exclude or not apply to drivers and barriers in other green bond markets.

The paper helps create an accounting-based conceptual framework for key motivations and barriers that affect financial decision-making regarding green bonds.

The authors identify economic and policy-related barriers and drivers for green bonds, addressing the financing gap for the LCR economy.

To the best of the authors’ knowledge, this study is the first to identify and compare Canadian green bond market drivers and barriers and to examine relevant stakeholder- and policy-related approaches that can be targeted to scale this market effectively.

International construction joint ventures (ICJVs) are an effective strategy for construction companies worldwide for delivering large and complex projects. Despite numerous ICJVs studies, there is a lack of comprehensive empirical examination of what drives ICJVs implementation. This study aims to investigate the key drivers for implementing ICJVs through an international survey.

Grounded on a comprehensive literature review and structured questionnaire survey, 123 ICJV experts' responses from 24 different countries/jurisdictions were analyzed using inferential and descriptive statistics. Mann–Whitney U test was used to determine any divergence of ranking of the drivers by the experts. Factor analysis (FA) was used to identify the clusters underlying the key drivers. Rank agreement analysis was later used to investigate the consensus between experts from developing and developed countries/jurisdictions on their ranking of the clusters.

Out of 34 factors, 26 factors greatly drive the implementation of ICJVs. Mann–Whitney U test results prove the absence of significant disparity among the experts in the ranking of the drivers. Six clusters were obtained through factor analysis (FA), namely, market-penetration and innovation-driven drivers, legal and market-driven drivers, fiscal incentives and market expansion drivers, personal branding drivers, sustainable advantage/power drivers and industrial and organizational promotion drivers. Rank agreement analysis exhibited varied levels of concurrence between professionals from developed and developing countries/jurisdictions.

The appreciation of the factors motivating ICJVs is beneficial to the successful implementation of ICJV strategies. A clear understanding of the drivers can help practitioners and policymakers to customize their ICJVs to reap the expected benefits.

The study has generated valuable insights into the factors that are greatly driving the implementation of ICJVs worldwide. While the findings of this study provide a profound contribution to theory and practice, it contributes to sustainable growth in different perspectives.

The purpose of this paper is to provide a systematic and updated assessment of studies on key exporting stimuli for small and medium enterprises (SMEs) and to propose a research agenda on this topic.

The authors develop a review of empirical articles on SMEs’ exporting stimuli and outline future research directions based on key emerging drivers.

Research on SMEs’ exporting drivers focuses mainly on human resources’ competences, skills and subjective characteristics and on the role of relevant network actors (customers, intermediaries).

This paper provides an original contribution with regard to updating the framework on export drivers by Leonidou et al. (2007), highlighting an emerging research perspective based on internal/external network dimensions and proposing future research directions on internal individual and organisational actors and on new external network actors.

A key issue for B2B industrial firms is to better understand the drivers of customer value and contract renewal decisions, due to the long-term supplier-customer relationships. When the B2B firm is operating across national boundaries, there is added complexity to the renewal decision, because the drivers are also influenced by cultural considerations. The purpose of this paper is to examine the main drivers of customer value creation and contract renewal intentions, for a large B2B firm operating in both the USA and Japan and compare the two data sets.

The company, which provided the data for the study, is a US Fortune 100 firm in the facilities management industry, operating worldwide. Data were collected using a survey questionnaire from a sample of the firm’s customers in two of its largest markets, the USA and Japan. The authors used PLS to analyze the data, and compare and contrast the drivers.

The findings highlight both similarities and differences across the two countries for the most influential drivers of customer value and contract renewal. Although no differences were found when examining the effect of relational drivers on contract renewal, differences were observed for utilitarian drivers: product quality and price.

The authors expected the relational drivers of contract renewal to be stronger in the high-context culture of Japan, but found that there were no differences with the US market. While relational drivers are important in the decision-making process in both countries, it seems that managers should focus more on price considerations in Japan. In contrast, product quality is relatively more important in the USA, when negotiating contract renewals with customers.

Noticeably absent from the B2B services literature is its application to international markets. In particular, research is lacking on the specific drivers of customer value and contract renewal intentions in the USA and Japan, despite the importance of long-term on-going contractual relationships in these markets. This study has provided additional insights into the complex world of contract renewal between international buyers and sellers of large industrial systems.

Proposes an approach for implementing value‐based management expectations into strategic and operational management activities. Also considers issues concerning marketing and operations management as well as finance. Addresses the scope of business and its planning horizon, and both applies existing concepts and develops others.

Environmental turbulence including rapid changes in technology and markets has resulted in the need for new approaches to performance measurement and benchmarking. There is a need for studies that attempt to measure and benchmark upstream, leading or developmental aspects of organizations. Therefore, the aim of this paper is twofold. The first is to conduct an in‐depth case analysis of lead performance measurement and benchmarking leading to the further development of a conceptual model derived from the extant literature and initial survey data. The second is to outline future research agendas that could further develop the framework and the subject area.

A multiple case analysis involving repeated in‐depth interviews with managers in organisational areas of upstream influence in the case organisations.

It was found that the effect of external drivers for lead performance measurement and benchmarking was mediated by organisational context factors such as level of progression in business improvement methods. Moreover, the legitimation of the business improvement methods used for this purpose, although typical, had been extended beyond their original purpose with the development of bespoke sets of lead measures.

Examples of methods and lead measures are given that can be used by organizations in developing a programme of lead performance measurement and benchmarking.

There is a paucity of in‐depth studies relating to the theory and practice of lead performance measurement and benchmarking in organisations.