Intangible resources, export channel and performance: is there any fit?
As the resource-based view suggests, firms choose their export channel on the basis of their internal pool of resources. Following this approach, we firstly hypothesize that firms with intangible resources will establish direct export channels to better exploit, protect and develop their firm-specif...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Vilnius Gediminas Technical University
2015-10-01
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| Series: | Journal of Business Economics and Management |
| Subjects: | |
| Online Access: | https://journals.vgtu.lt/index.php/JBEM/article/view/2604 |
| _version_ | 1818890649913524224 |
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| author | Marta Fernández-Olmos Isabel Díez-Vial |
| author_facet | Marta Fernández-Olmos Isabel Díez-Vial |
| author_sort | Marta Fernández-Olmos |
| collection | DOAJ |
| description | As the resource-based view suggests, firms choose their export channel on the basis of their internal pool of resources. Following this approach, we firstly hypothesize that firms with intangible resources will establish direct export channels to better exploit, protect and develop their firm-specific resources. Secondly, we propose that firms that establish their export channel on the basis of their internal resources outperform those firms that do not. To obtain empirical evidence we used a Heckman two-step model for the DOC Rioja wine industry. The results confirm that firms improve their export performance when jointly considering internal resources and the export channel. Also, human resources are the most relevant intangible resources in our model. This paper contributes by offering empirical evidence on the exporting channel strategies chosen by Spanish wineries. This paper makes a theoretical contribution by examining the performance consequences of following the RBV approach. Likewise, it has important practical implications for managers, who can improve their firm's export performance by assessing their internal resources before considering which export channel to choose. |
| first_indexed | 2024-12-19T17:28:17Z |
| format | Article |
| id | doaj.art-d6c106e5544f494e84626ecdf86a671b |
| institution | Directory Open Access Journal |
| issn | 1611-1699 2029-4433 |
| language | English |
| last_indexed | 2024-12-19T17:28:17Z |
| publishDate | 2015-10-01 |
| publisher | Vilnius Gediminas Technical University |
| record_format | Article |
| series | Journal of Business Economics and Management |
| spelling | doaj.art-d6c106e5544f494e84626ecdf86a671b2022-12-21T20:12:30ZengVilnius Gediminas Technical UniversityJournal of Business Economics and Management1611-16992029-44332015-10-0116510.3846/16111699.2012.726928Intangible resources, export channel and performance: is there any fit?Marta Fernández-Olmos0Isabel Díez-Vial1Departament of Business Administration, University of Zaragoza, Gran Vía 2, 50005 Zaragoza, SpainDepartament of Business Administration, University Complutense of Madrid, Campus de Somosaguas, 28223 Madrid, SpainAs the resource-based view suggests, firms choose their export channel on the basis of their internal pool of resources. Following this approach, we firstly hypothesize that firms with intangible resources will establish direct export channels to better exploit, protect and develop their firm-specific resources. Secondly, we propose that firms that establish their export channel on the basis of their internal resources outperform those firms that do not. To obtain empirical evidence we used a Heckman two-step model for the DOC Rioja wine industry. The results confirm that firms improve their export performance when jointly considering internal resources and the export channel. Also, human resources are the most relevant intangible resources in our model. This paper contributes by offering empirical evidence on the exporting channel strategies chosen by Spanish wineries. This paper makes a theoretical contribution by examining the performance consequences of following the RBV approach. Likewise, it has important practical implications for managers, who can improve their firm's export performance by assessing their internal resources before considering which export channel to choose.https://journals.vgtu.lt/index.php/JBEM/article/view/2604resource-based viewexport channelalignmentforeign markethuman resourceswine industry |
| spellingShingle | Marta Fernández-Olmos Isabel Díez-Vial Intangible resources, export channel and performance: is there any fit? Journal of Business Economics and Management resource-based view export channel alignment foreign market human resources wine industry |
| title | Intangible resources, export channel and performance: is there any fit? |
| title_full | Intangible resources, export channel and performance: is there any fit? |
| title_fullStr | Intangible resources, export channel and performance: is there any fit? |
| title_full_unstemmed | Intangible resources, export channel and performance: is there any fit? |
| title_short | Intangible resources, export channel and performance: is there any fit? |
| title_sort | intangible resources export channel and performance is there any fit |
| topic | resource-based view export channel alignment foreign market human resources wine industry |
| url | https://journals.vgtu.lt/index.php/JBEM/article/view/2604 |
| work_keys_str_mv | AT martafernandezolmos intangibleresourcesexportchannelandperformanceisthereanyfit AT isabeldiezvial intangibleresourcesexportchannelandperformanceisthereanyfit |