Chutzpah-driven export marketing: effects on export responsiveness and performance

As the business arena becomes more dynamic and global, organizations need to think in terms of breaking boundaries to be noticed and enhance performance. Chutzpah, defined as ‘laudable audacity or apparent effrontery that actually conceals a brave and often new approach to subject or endeavor’ (Schultz, 2007, p. 209) typifies an increasingly common way in which organizations break boundaries. While observed in a large variety of sectors (e.g., hospitality, law, sport, medicine, entertainment, biotechnology, politics, finance, public policy), Chutzpah remains under-studied. This paper examines the role of Chutzpah in driving responsiveness to export market and export performance. Based on theory development, in-depth interviews, and survey data from 149 Israeli exporters we find that Chutzpah has two facets, namely audacity and norm violation. Structural model results reveal that the former is positively related to responsiveness, while the latter is negatively related. Both affect export performance via responsiveness

Planning for coopetition to mitigate risks: Findings from three studies

In an economic environment characterized by competitive intensity and uncertainty, many companies are turning to inter-organizational cooperation to acquire key resources and capabilities, and to share risk. Increasingly, some of these collaborations are undertaken with competitors (and labelled coopetition). Coopetition therefore is emerging as an attractive strategy to achieve economies of scale, obtain complementary resources, advance knowledge, and reduce distribution risks. However, coopetition can also be characterized by opportunistic behaviors and lack of trust between partners, which can hinder any positive effects that coopetition may have on organizational performance. The current study explores the decision-making process employed when establishing coopetition, while addressing the potential impact on both risks mitigation, and long term strategy. Our findings reveal two approaches to coopetition planning, namely formal and personal. Each approach bears a different impact on risks and future strategy

Leveraging dynamic export capabilities for competitive advantage and performance consequences: Evidence from China

As the business arena becomes more global and therefore dynamic, organizations must balance their capabilities with the demands and the conditions of the international marketplace. This leads firms to trade off the development of more capabilities with the identification of core capabilities which can best improve export competitiveness and performance. Based on the Dynamic Capabilities Approach (DCA), we develop a model of four export capabilities, namely adaptability, innovativeness, unpredictability, and task-flexibility, aimed at achieving competitive advantage in foreign markets and enhance export performance. Based on a survey of 213 Chinese exporting organizations, we find out that innovativeness, unpredictability and task-flexibility are positively related to competitive advantage, while adaptability is negatively related to it. Moreover, we uncovered that in the cases of adaptability, innovativeness and task-flexibility their impact on competitive advantage diminishes under higher levels of competitive intensity, however, for unpredictability this impact becomes negative. We also confirm the necessity of addressing competitive advantage separately from firms’ performance

Competitive intelligence embeddedness: Drivers and performance consequences

The proliferation of Web-based information sources and social media draw firms' attention to these channels as sources of competitive intelligence (CI). To date, research has focused mainly on information collection techniques rather than on CI uses and its influence on firm performance. We define CI embeddedness as the extent to which management and employees incorporate CI in daily routines, so that actionable knowledge is transferred throughout the organization. A survey of 124 decision makers reveals positive impact of Web CI sources as well as alliances with information providers on CI embeddedness. Furthermore, while CI embeddedness shows no direct influence on firms’ performance, it has a mediated effect on performance through customer satisfaction