26 research outputs found

    Export strategies, firm internal factors and export performance of industrial firms : a Canadian empirical analysis

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    Export performance of the individual firm is the focus of this research. Performance (export growth and export level) is thought to be a function of export strategies and firm and managerial determinants. Export strategies are defined a priori and relevant firm determinants selected through a literature survey. Primary data was collected from 142 firms of the electronics industry in Canada. The findings are: (1) export growth and export level are virtually independent gauges of export performance; (2) the sets of determinants for the two gauges of export performance are different; (3) export performance is fairly well explained by the selected determinants; (4) export performance is strategy specific: world oriented marketers perform best, U.S. oriented sellers perform worst; (5) characteristics of the firms that adopt each specific strategy differ. The results yield important implications for research applications, government export policies and management

    The Impact of Export Strategy on Export Sales Performance

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    Export sales are an important route to growth for the small-to-medium sized firm. This article reports the results of an extensive empirical study of the export strategies of a large sample of high technology electronics firms, and the performance results of adopting alternate export strategies. Six strategy scenarios were identified. The results show that the types of foreign markets selected, segmentation strategies and product strategies all have a pronounced impact on export sales and export growth. The best performers—a group of firms called the “world marketers” and representing 13.5% of the sample—achieved a dramatic 188% annual growth in exports and exported 52.5% of their output. The profiles of firms that elected each strategy scenario were determined also.© 1985 JIBS. Journal of International Business Studies (1985) 16, 37–55

    Benchmarking portfolio management practices in Australia : preliminary findings

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    As organisations strive to be leaner, more efficient and effective, and more flexible in order to meet and exceed customer and stakeholder needs, successful new products are increasingly important. Indeed without a continual stream of new products and services organisations will not be able to survive in today's rapidly changing and competitive environment. However a large proportion of new products are not successful. This paper will outline the preliminary findings of a current research project that aims to improve the success rates for new product projects. 'Portfolio management' is a term used for the methods employed by organisations with new product programs to ensure that resources are most effectively allocated among projects. The 'Portfolio Management Practices in Australia' research project discussed in this paper aims to develop a benchmark of current portfolio management practices in Australia. It is also expected to provide an indication of'best practice' methods that have been shown to enhance new product program success. This paper will present a brief review of past Portfolio Management research, explain the goals and methods used and document the preliminary findings of the current research.11 page(s

    Portfolio management practices in Australia

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    Cover title."June 2005".Bibliography: leaves 32-34.Also available in an electronic version via the Internet at the publisher's home page: http://www.mgsm.edu.auiii, 35 leave

    Learning investments and organizational capabilities : case studies on the development of project portfolio managment capabilities

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    Purpose – The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities. Design/methodology/approach – A multiple-case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries. Findings – The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co-evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process. Research limitations/implications – The research includes a sample of six case studies and the results may not be generalisable. In addition, the research was conducted over a short period of time whereas a longitudinal study would be required to gain more detailed information about the development of capabilities over time. Practical implications – The findings suggest that managers can enhance and sustain competitive advantage by investing in tacit experience accumulation as well as explicit knowledge articulation and codification learning mechanisms to develop their PPM capability. Strengthened investment in experience accumulation and knowledge codification learning mechanisms is recommended during establishment of the PPM capability. Originality/value – This paper contributes to the understanding of the links between organizational learning and the development of dynamic capabilities. Original hypotheses are proposed and some initial support for these hypotheses is provided through multiple-case study research.18 page(s
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