THE DETERMINANTS OF FIRM EXPORT PERFORMANCE IN EXPORTING TO EMERGING
MARKET: EVIDENCE FROM PETROCHEMICAL INDUSTRY
Academic Supervisor: Prof. Dr. Abu Bakar Bin Abdul Hamid Dr. Melati Binti Ahmad Anuar
PhD Student: Frashid Movaghar Moghaddam
19. 1.2012
RESEARCH ROADMAP
INSPIRING CREATIVE AND INNOVATIVE MINDS
PERESENTATION OUTLINE
Introduction
Review of Literatures
Research Methodology
Findings (Objectives)
Contribution and Managerial Implication
Research Roadmap
RESEARCH ROADMAP
Area of Concern
Conceptual Framework
Review of Literature
MethodologyQuantitative
PhD Research
FIN
DIN
GS
Background
INSPIRING CREATIVE AND INNOVATIVE MINDS
RESEARCH ROAD MAP
CONTRIBUTIONS
Determinants of Export Performance
Sub elements of Internal and External variables
Process of evaluating determinate of export performance
Firms from developing country in Asia
Petrochemical company in Iran
Information about emerging market
INTRODUCTION
5
Vital role of exporting in the world and countless benefits of export for firms and countries cause the increasing attention to
the determinants of export performance.
Petrochemical industry is the main non-oil export product with 38.6% of all non-oil exporting. Exports of petrochemical
products value, selling worth value and added value showed 30%, 28% and 40% of growth in (2005 – 2009)
INTRODUCTION
6INSPIRING CREATIVE AND INNOVATIVE MINDS
INTRODUCTION
7INSPIRING CREATIVE AND INNOVATIVE MINDS
Emergin
g marketThe main non-oil
products export to China are petrochemical
products
China scored the third main partner of Iranian Goods
The largest and most important emerging economies are Brazil, Russia, India and China (BRIC), and the most famous
economic giant among these countries is China.
EMs are growing markets with rapid economic development that are being transformed from a pre-market stage to the mature Western economy. Ems offer considerable opportunities for the consumption of the countries goods and services (Enderwick, 2007; Kvint, 2009)
INTRODUCTION
8INSPIRING CREATIVE AND INNOVATIVE MINDS
The percentage of petrochemical
products export to China increases
every year.
PROBLEM STATEMENT
9INSPIRING CREATIVE AND INNOVATIVE MINDS
The main problems of the this study is the recognition of effective determinants of
export performance, fragmentary or conflicting knowledge about determinants of
export performance, and creation of comprehensive integrated model, (Nazar and Saleem,
2009; Gertner et al., 2006; Ogunmokun and Ng, 2004; Ahmed et al., 2004; Julian and O’Cass, 2003; Julian and O’Cass, 2002a; Baldauf et
al., 2000; Thirkell and Dau, 1998; Diamantopolous, 1999; Zou and Stan, 1998).
Researchers give less attention to external factors. The existing literatures are
insufficient insights for recognizing external determinates (Zou and Stan, 1998; Baldauf et al., 2000
Sousa et al., 2008). Although, domestic market characteristics is neglect in the previous
studies (Sousa et al., 2008; Zou and Stan, 1998).
10INSPIRING CREATIVE AND INNOVATIVE MINDS
There is a conflicting knowledge about Internal Factors. Scholars have different opinion about the positive or negative effects of firm
characteristics .The is not agreement among researchers about what constitutes a managerial
factor (Brodrechtova, 2008; Salavou and Halikias , 2008; Lee and Griffith, 2004; ; Thirkell and Dau, 1998; Cavusgil and Zou, 1994; Rocha and Christensen, 1994).
Although, many researcher considered marketing strategy is one of major elements of export performance (Tooksoon and Mohamad, 2008) the variety of performance measurement led to the opposing findings about export marketing strategy, (Aaby and Slater, 1989; Baldauf et al., 2000; Leonidou et al., 2002; Lee and Griffith, 2004). In addition, the lack of detailed analysis on dimensions of export marketing strategy is a popular problem inherent in the previous studies (Leonidou, et al., 2002).
PROBLEM STATEMENT
PROBLEM STATEMENT
11INSPIRING CREATIVE AND INNOVATIVE MINDS
The differences among developed and developing economies and unique conditions in developing countries led to the previous researches are not appropriate for firms in developing country (Mohamad, 2009; Calantone et al., 2006; Souse et al, 2008; Souse 2004; Lee and Griffith 2004; Theodosiou and Leonnidou, 2003; Julian and O’Cass, 2002a; Baldauf et.al, 2000; Aulakh et al., 2000; Aulakh et al., 2000; Katsikeas, 1996; Dominguez and Brenes, 1997).
Previous researchers had some problem in their methods.First, previous researchers used a firm (total product to total export market) or export venture (one product or a product line to a specific market) that have posed some problems, but recent researchers should analyzed the firm’s main export venture (MEV) (Sousa al, 2008; Mavrogiannis et al., 2008 ; lages and Montgomery, 2004; lages and lages, 2004; Sousa, 2004; Morgan et al., 2004 ; Morgan, 2000 Cavusgil and Zou, 1994; Zou and Stan, 1998)
PROBLEM STATEMENT
12INSPIRING CREATIVE AND INNOVATIVE MINDS
Second, there are a limited number of studies that uses single and related-
industry that led to better understanding on the relationship of export
marketing strategy and export performance (Abdul Adis and Md. Sidin, 2010; Sousa et al., 2008;
Meyer, et al. 2009; Wu, and Pangarkar, 2006; Wong, 2007; Contractor et al., 2005; Sosa 2004; Zou and Stan 1998)
Third, previous researchers used limited informants or respondents.
However, multiple informants will improve assessment of export
performance (Sousa et al., 2008; Sousa, 2004).
PROBLEM STATEMENT
13INSPIRING CREATIVE AND INNOVATIVE MINDS
Although, Iranian petrochemical companies have a lot of competitive advantages in
the China market, and China needs more petrochemical products, export performance
of Iranian petrochemical companies is not satisfactory. (Iran oil ministry, 2009; Central Bank of
Iran, 2009; Fizebakhsh, 2002; Vakhshri, 2006)
China as emerging market being one of the important target markets for Iranian petrochemical firms but, they do not have sufficient information about determinants of export performance in China market (Enderwick, 2009; Navarro et al., 2009; Koksal, 2008; Vakhshri, 2006; London and Hart, 2004; Lages, 2003; Julian and O’Cass, 2003; Julian and O’Cass, 2002a)
INSPIRING CREATIVE AND INNOVATIVE MINDS
RESEARCH OBJECTIVES
14
Ha, Ha1, Ha2,Ha3, Ha4To determine the influence of
export marketing strategy elements on export performance of Iranian
petrochemical firms in China market
Qb, Qb1, Qb2,Qc
Hb1.1, Hb1.2, Hb1.3, Hb1.4Hb2.1,Hb2.2, Hb2.3, Hb2.4
Hc1.Hc1.1, Hc1.2, Hc1.3, Hc1.4, Hc1.5, Hc1.6,
Hc1.7, Hc1.8, Hc1.9, Hc1.10Hd
Hd.1, Hd.1.1,Hd.1.2,Hd.1.3,Hd.1.4, Hd.1.5 Hd2,Hd2.1,Hd2.2,Hd2.3,Hd2.4, Hd2.5
To recognize which external factors and internal factors associated with
export performance of Iranian petrochemical firms in exporting to
China market
To analyze critically the key success factors and improvement for Iranian
petrochemical firm’s export performance in China market
1
2
3
RESEARCH OBJECTIVE RESEARCH HYPOTESIS &
QUESTIONS
The results of Questions and Hypothesis
OBJECTIVE, HYPOTESIS, QUESTIONS
Scope of Study
The scope of this research revolves around exploring the export performance of
Iranian petrochemical industry to the China as emerging markets
15INSPIRING CREATIVE AND INNOVATIVE MINDS
Sufficient amount of Export Export to China Directly Sufficient Experience in China
Market
REVIEW OF LITERATURE
Export Performance: The range that company obtain its objective when export to
international market
Determinants of Export Performance: 1- Export marketing strategy elements 2- Internal factors 3- External factors(Zarin Negar and Vazife Dost, 2009; Mavrogiannis, et al. 2008; Calantone et al., 2006; Haahti et.al, 2005; Shamsuddoha, 2004; Lages and Montgomery, 2004; O’Cass and Julian, 2003; Cicic et al., 2002; Leonidou et al, 2002; Baldauf et.al, 2000; Cavusgil and Zou, 1994)
Measurement of Export Performance categorized into:
1- Objectively measurement (with
financial measures)
2- Subjectively measurement (with
financial and non-financial measures) (Mohamad et al., 2009; Sousa et al., 2008; Mavrogiannis et al., 2008; Morgan et al., 2004; Sousa, 2004 Shamsuddoha, 2004; Cicic et al., 2002).
REVIEW OF LITERATURES
17
Export Marketing Strategy Elements1 Product marketing strategy Mavrogiannis, et al., (2008); Leonidou, et al.,
(2002); Thirkell and Dau, (1998) and ………
2 Place marketing strategy Eusebio, et al. (2007); Lages et al., (2004); Ambler, (2000) and Ogunmokun, (2001) and …..
3 Promotion marketing strategy Abdul-Adis, (2010); Eusebio, et al. (2007); Leonidou, et al., (2002); Lee and Griffith (2004) and ….
4 Price marketing strategy Langes and Montgomery, (2005); Lee and Griffith (2004); Zou et al., (2003) and ….
Export marketing strategy
Export marketing strategy played as central role in export performance and have direct
impact on export performance (Mohamad et al., 2009; Salavou and Halikias (2008; Mavrogiannis, et al. 2008; Lages,
2003; Julian and O’Cass, 2003; Leoniduo et al., 2002)
REVIEW OF LITERATURES
REVIEW OF LITERATURES
18INSPIRING CREATIVE AND INNOVATIVE MINDS
Internal
variables
Internal
factors
Management Characteristics
Attitudinal
Characteristic
s
Export Commitment and Support
Management International Orientation
Customer Orientation
Perception toward Competitiveness
Perception towards Export Advantages and Barriers
Skill - based
Characteristic
s
Export Experience
language Proficiency
Education level of Manager
Firm Characteristics
Firm Size, Firm Age, Firm International Experience
Connectedness or Conflict in Firm, Export Market Orientation,
Firm Information about Market, Competitors, and Customers Firm Technology level
Firm Relationship Commitment, Bureaucracy in Firm
REVIEW OF LITERATURES
19INSPIRING CREATIVE AND INNOVATIVE MINDS
External
variables
Export Market
Characteristics
Export Market Attractiveness
Export Market Competitiveness
Export Market Barrier
Cultural Differences or Similarity
Domestic Market Characteristics
Domestic Market Attractiveness
Export Assistance
Domestic Export Barriers
Domestic Market Political Aspect
Attraction Foreign Direct Investment (FDI)
CONCEPTUAL FRAMEWORK
Type of Investigation
Researcher Interference
Measurement
Time Horizon
Cross-Sectional
Sampling Design
Probability Sampling, Simple Random Sampling
Data Collection Unit of AnalysisIndividual (Manager and Non-Manager of petrochemical firms that export to China
sufficiently and directly
DETAILS OF RESEARCH MEASUREMENT
DATA ANALYSIS
Research methods
Quantitative (Sousa et al., 2008; Zou
and Stan, 1998).
Survey
INSPIRING CREATIVE AND INNOVATIVE MINDS
Correlation Simple Linear
Regression
Minimal5 point likert
scale
Questionnaire Sousa et al., (2008) 96% Zou and Stan, (1998) 86%
Descriptive
Statistic,
Correlation,
Simple Linear
Regression
RESEARCH METHODOLOGY
Research Type
Applied
Sampling Size
Morgan formula N = 98, S= 78
Goodness of Measurements
Reliability: Cronbach alphaValidity: Face and Content
Questionnaire Response Rate
Respondent rate: 80.6 %Usable Return rate: 77.5%
Multiple informants within each
company will improve
assessment on export
performance (Sousa, 2004).
Main Variable
Export Marketing Strategy
Internal factors
Firm Export Performance
Price marketing strategy
Place marketing strategy
Domestic market characteristics
α = 0.740
External Factors Export market characteristics
Firm characteristics
DATA ANALYSIS (Reliability)
Sub -Variables
Product marketing strategy
Promotion marketing strategy
Management perception
Management skill-based
α = 0.761
α = 0.723
α = 0.815
α = 0.816
α = 0.821
α = 0.780
α = 0.710
α = 0.720
α = 0.942
α = 0.895
Total Cronbach's Alpha
α = 0.762
α = 0.797
Variables
Export Marketing Strategy
Internal Factors
Firm Export Performance
Sig.=0.077
External Factors
Skewness =.449
DATA ANALYSIS (Normality)
Kolmogorov-Smirnov Test
Kurtosis= -.530
Sig.=0.200
Sig.=0.200
Sig.=0.200
Skewness and Kurtosis Test
Skewness =-.877
Skewness =.108
Skewness =.064
Kurtosis= 2.205
Kurtosis= -.150
Kurtosis= -.630
KEY FINDING (OBJECTIVE 1)
The Correlation analysis revealed a moderate positive correlation between product marketing strategy and
performance r = 0.475, (P-value< 0.05). Thus, higher level of product marketing strategy
associated with higher levels of firm export performance.
Concerning adjusted R square is adj.R2= 0.215 with Sig = 0.000. the
product marketing strategy explains 21.5 percent of variance
in firm export performance.As a result, there is support for
Ha1
KEY FINDING (OBJECTIVE 1)
Concerning Adjusted R square is adj.R2 =0.121 with Sig = 0.001. As
a result, the price marketing strategy explains 12.1% percent
of variance in firm export performance.
As a result, there is support for Ha2
The results show a slightly positive significant correlation coefficient r = 0.365, (P-value < 0.05)
between price marketing strategy and firm export performance.
KEY FINDING (OBJECTIVE 1)
The Correlation analysis revealed a moderate positive correlation between promotion marketing strategy and export performance r = 0.444, (P-value < 0.05). Thus, higher level of promotion marketing strategy
associated with higher levels of firm export performance.
Concerning Adjusted R square is adj.R2= 0.186 with Sig = 0.000.
the18.6% percent of the variance in FEP can be explained by the variance
in promotion marketing strategy. As a result, there is support for
Hypothesis Ha3
KEY FINDING (OBJECTIVE 1)
Correlation analysis revealed a moderate positive correlation between place marketing strategy
and firm export performance r = 0.404, (P-value < 0.05).
Concerning adjusted R square is adj.R2 =0.152 with Sig = 0.000. As
a result, the place marketing strategy describes 15.2% percent
of variance in firm export performance
As a result, there is support for Hypothesis Ha4
KEY FINDING (OBJECTIVE 1)
The correlation between export marketing strategy and firm export performance was, r =0.535, (P-value< 0.05). Therefore, there is
moderate and positive correlation between two variables.
Concerning The Adjusted R square is adj.R2= 0.245 with (P- value= 0.000). The 24.5% percent of the variance in
firm export performance can be explained by the variance in export
marketing strategy.As a result, there is support for
Hypothesis Ha
KEY FINDING (OBJECTIVE 2)
Correlation analysis revealed a strong positive correlation between export market attractiveness and performance
r = 0.589, (P< 0.01).
Concerning the adjusted R square is adj.R2= 0.338 with Sig = 0.000. the 33.8% percent of
the variance in firm export performance can be explained by the variance in export market
attractiveness. As a result, there is support for Hb1.
KEY FINDING (OBJECTIVE 2)
The correlation of cultural difference and firm export performance was, r = 0.035, p > 0.01.Thus, there was no
correlation between two variables
H1.2 cannot support.
KEY FINDING (OBJECTIVE 2)
Correlation analysis revealed a moderate or medium positive correlation between the export market
competitiveness and performance r = 0.416, (P < 0.01).
The adjusted R square is adj.R2= .173 with Sig = 0.000. As a result, about 17.3% percent of the variance in firm export performance can be explained by the
variance in the export market competitiveness.
As a result Hb1.3 is confirmed
KEY FINDING (OBJECTIVE 2)
Correlation analysis show a slightly negative significant correlation coefficient r = - 0.384, (P < 0.05) between the
export market barrier and firm export performance.
Concerning Adjusted R square is adj.R2 = 0.148, with Sig = 0.014 the 14.8 % percent of the variance in firm export performance can be explained by the variance in export
market barrier. As a result, there is support for hypothesis
Hb1.4
KEY FINDING (OBJECTIVE 2)
The results show a slightly negative significant correlation coefficient r = -0.247, (P < 0.05) between
domestic market attractiveness and firm export performance.
Concerning the adjusted R square is adj.R2
= 0.048 with Sig = 0.036 the 4.8% percent of the variance in firm export performance
can be explained by the variance in domestic market attractiveness.
As a result, there is support for Hb 2.1
KEY FINDING (OBJECTIVE 2)
There was no correlation between attraction foreign direct investment (FDI) and firm export performance due
to r = 0.114, (P-value > 0.05).
Hypothesis Hb 2.2 cannot support.
KEY FINDING (OBJECTIVE 2)
The results show a slightly negative significant correlation coefficient r = -0.284, (P < 0.05) between the domestic
export barrier and firm export performance.
Concerning the Adjusted R square is adj.R2 = 0.091, with Sig = 0.019 about 9 % percent of the variance in firm
export performance can be explained by the variance in domestic export barrier.
As a result, there is support for hypothesis Hb 2.1
KEY FINDING (OBJECTIVE 2)
There is no correlation between export assistance in Iran and firm export performance because r = 0.222, (P-value >
0.05).
Hypothesis Hb 2.4 is rejected.
KEY FINDING (OBJECTIVE 2)
There was no correlation between bureaucracy in firm and firm export performance because r = -
0.096 and (p-value > 0.05).
Hc1.1cannot confirms.
KEY FINDING (OBJECTIVE 2)
There is no correlation between firm relationship commitment and firm export performance,
because r = 0.190, P-value > 0.05
Hc1.2. cannot confirm.
KEY FINDING (OBJECTIVE 2)
Correlation analysis show weak positive correlation between firm technology level and
firm export performance r = 0.284, (P-value < 0.05).
The adjusted R square is adj.R2=0.068 with Sig= 0.013. As a result, 6.8% of firm export performance
is weakly related to firm technology level. Thus, Hc1.3 is confirmed.
KEY FINDING (OBJECTIVE 2)
The finding describes weak positive correlation between firm information level and firm export performance r = 0.268, (P-
value < 0.05).
The adjusted R square is adj.R2=0.059 with p-value < 0.05. As a result, 5.9 % of variance in firm export performance can be explained by variance in firm
technology level.Thus, Hc1.4 seems to be confirmed
KEY FINDING (OBJECTIVE 2)
There was no correlation betweenconnectedness in firm and firm
export performance
Hc1.5. cannot support
KEY FINDING (OBJECTIVE 2)
The correlation of conflict in firm and firm export performance was, r =
- 0.097, (p > 0.01). There was no correlation between two variables.
Hc1.6 cannot support
KEY FINDING (OBJECTIVE 2)
The correlation between firm international experience and firm
export performance was, r = 0.277, (P-value < 0.05). Therefore, there is weak correlation between two variables. .
The adjusted R square is adj.R2=0.064 with Sig=0.016. As a result, 6.4 % of variance in firm export performance is related to firm
international experience. thus, Hc1.7. was supported
KEY FINDING (OBJECTIVE 2)
The correlation of firm age and firm export performance was, r = 0.125, (p >
0.05). The relationship was positive however; there was no correlation
between two variables.
Hc1.8 cannot support
KEY FINDING (OBJECTIVE 2)
The correlation of firm size and firm export performance was, r = 0.011, (p >
0.05).Thus, there was no correlation between two variables.
Hc1.9 cannot support
KEY FINDING (OBJECTIVE 2)
The results Show a slightly positive significant correlation coefficient r = 0.371, (P-value < 0.05) between firm export market orientation and firm
export performance.
The adjusted R square is adj.R2= =0.126 with Sig = 0.001. As a result, firm export market
orientation describes 12.6% percent of variance in firm export performance.
thus, Hc1.10 was supported.
KEY FINDING (OBJECTIVE 2)
Correlation analysis revealed a moderate and positive correlation between firm
characteristics and firm export performance was, r = 0.346, (P-value < 0.05).
The adjusted R square is adj.R2= 0.108 with Sig= 0.002. As a result, 10.8 % of variance in firm export performance is related to variance
in firm characteristics. As a result, there is support for hypothesis
Hc1.
KEY FINDING (OBJECTIVE 2)
The correlation between management export commitment and support and firm export
performance was, r = 0.237, (P-value< 0.05). Therefore, there is weak and positive
correlation between two variables.
The adjusted R square is adj.R2= =0.043 with Sig = 0.040. As a result, of the management export
commitment and support describe 4.3 % percent of variance in firm export performance.
Thus, Hd.1.1 is confirmed.
KEY FINDING (OBJECTIVE 2)
The results Show a slightly positive significant correlation coefficient r = 0.331,
(P-value < 0.05) between manager perception towards export opportunities and threat and firm export performance
The adjusted R square is adj.R2= 0.110 with Sig =0.040. As a result, 11% of variance in firm export
performance can be explained by the variance in manager perception towards export opportunities
and threat. Thus, Hd1.2. is confirmed
KEY FINDING (OBJECTIVE 2)
The correlation between management international orientation and firm export
performance was, r = 0.260, (P-value< 0.05). Therefore, there is weak and positive
correlation between two variables.
The adjusted R square is adj.R2= 0.055 with Sig= 0.023. As a result, the management international orientation explains 5.5% percent of variance in
firm export performance. Thus, Hd.1.3 is confirmed
KEY FINDING (OBJECTIVE 2)
The correlation of management customer orientation and firm export performance
was, r = 0.074, (p > 0.05).Thus, there was no correlation between two variables.
Hd.1.4 cannot confirm.
KEY FINDING (OBJECTIVE 2)
The correlation of management perception toward competitiveness and firm export
performance was, r = 0.134, (p > 0.05). Thus, there was no correlation between two
variables.
Hd1.5 cannot confirm.
KEY FINDING (OBJECTIVE 2)
The finding show there is moderate and positive correlation between attitudinal
characteristics of managers and firm export performance due to the correlation between
these two variables were r = 0.436, (P-value< 0.0
The adjusted R square is adj.R2= 0.130 with Sig = 0.002. As a result, the attitudinal characteristics of
managers explain 13% percent of variance in firm export performance. Thus, Hd.1. is confirmed.
KEY FINDING (OBJECTIVE 2)The correlation of total export
experience to overseas and firm export performance was, r = 0.218,
(p > 0.05).Thus, there was no correlation between two
variables.
Hd2.1 cannot confirm
KEY FINDING (OBJECTIVE 2)
The correlation between total export experience to China and firm export
performance was, r = 0.314, (P-value < 0.05). Therefore, there is weak and positive correlation between two variables.
The adjusted R square is adj.R2= 0.168 with Sig = 0.005. As a result, the total export experiences to China explain 16.8% percent of variance in
firm export performanceresults seem to confirm Hd2.2.
KEY FINDING (OBJECTIVE 2)
The correlation between managers experience in overseas (management international
experience) and firm export performance was, r = 0.375, (P-value< 0.05). Thus, there is weak
and positive correlation between two variables.
The adjusted R square is adj.R2= 0.128 with Sig = 0.001. As a result, the managers experience in overseas explain 12.8% percent of variance in
firm export performance. As a result, there is support for hypothesis
Hd2.3
KEY FINDING (OBJECTIVE 2)
The correlation of foreign language proficiency of manager and firm export
performance was, r = 0.188, (p > 0.05). Thus, there was no correlation between two variables.
Hypothesis Hd2.4 cannot confirm
KEY FINDING (OBJECTIVE 2)
The correlation between education level of managers and firm export performance was, r =
0.359, (P-value< 0.05). Hence, there is weak and positive correlation between two variables.
The adjusted R square is adj.R2= 0.106 with Sig = 0.023. As a result, the manager education level explains 10.6%
percent of variance in firm export performance. Results seem to confirm Hd 2.5.
KEY FINDING (OBJECTIVE 2)
The correlation between manager skill-based characteristics and firm export performance
was, r = 0.470, (P-value< 0.05). Hence, there is moderate and positive correlation between
two variables.
The adjusted R square is adj.R2= 0.201 with Sig = 0.002. As a result, the skill-based characteristics explain 20.1%
percent of variance in firm export performance. As a result, there is support for hypothesis Hc.2
KEY FINDING (OBJECTIVE 2)
The results show a slightly positive significant correlation coefficient r = 0.349, (P-value< 0.05)
between manager characteristics and firm export performance.
The adjusted R square is R2= 0.177 with Sig = 0.002. As a result, about 17.7 percent of the variance in firm export
performance can be explained by the variance in manager characteristics. As a result, there is support for hypothesis Hd
INSPIRING CREATIVE AND INNOVATIVE MINDS
Key success factors (objective 3)
61
Key Success Factors
Management Characteristics
1- Export commitment and support
2-Perception towards export opportunities
and threat3-International
orientation 4- Experiences
5- Education level
External Variables 1- Export market
atractiveness2- Export market
competitive
Firm Characteristics1- Higher level of
technology2- Information of
company 3- International
experience4-Firm’s export market
orientation
INSPIRING CREATIVE AND INNOVATIVE MINDS
Finalized Framework
62
INSPIRING CREATIVE AND INNOVATIVE MINDS
Current study contributes to recognition of effective determinants and facilitates comparing the determinants of export performance. In addition, new variable were examined by the conceptual framework to make agreement on the parameters of a stable framework for researching the export performance phenomenon
1
63
CONTRIBUTION : Major Findings
INSPIRING CREATIVE AND INNOVATIVE MINDS
Current study contributes to recognition of effective determinants of export performance and facilitates comparing and recognizing the determinants of export performance. In addition, new variable were examined by the conceptual framework to make coherence and agreement among researchers on the parameters of a stable framework for researching the export performance phenomenon
12
64
CONTRIBUTION : Major Findings
This study evaluating external variables widely. Later, export market characteristics and domestic market characteristics are reported and tested to supply adequate insights for recognizing external determinates.
INSPIRING CREATIVE AND INNOVATIVE MINDS
Current study contributes to Recognition of effective determinants of export performance and facilitates comparing and recognizing the determinants of export performance. In addition, new variable were examined by the conceptual framework to make coherence and agreement among researchers on the parameters of a stable framework for researching the export performance phenomenon
12
365
CONTRIBUTION : Major Findings
Evaluating external variables widely. Later, export market characteristics and domestic market characteristics are reported and tested to supply adequate insights for recognizing external determinates.
Understanding of internal variables and many sub variables of internal determinants
INSPIRING CREATIVE AND INNOVATIVE MINDS
Current study contributes to recognition of effective determinants of export performance and facilitates comparing and recognizing the determinants of export performance. In addition, new variable were examined by the conceptual framework to make coherence and agreement among researchers on the parameters of a stable framework for researching the export performance phenomenon
12
366
CONTRIBUTION : Major Findings
This study Evaluating external variables widely. Later, export market characteristics and domestic market characteristics are reported and tested to supply adequate insights for recognizing external determinates.
Understanding of internal variables and many sub variables of internal determinants
Current study contributes to evaluating export performance and determinate of export performance. Firstly, this research analyzed the firm’s main export venture (MEV). Secondly, this study focus on single and related- industry that allow scholars to control the industry-specific influence. Third, this study due to respondent have different views, applied multiple informants.
4
INSPIRING CREATIVE AND INNOVATIVE MINDS
This research enhances the understanding of marketing issues, determinants of export performance and evidence of exporters within the developing countries in Asia to evaluate whether our current knowledge can be generalized to developing countries.
5
67
CONTRIBUTION : Major Findings
INSPIRING CREATIVE AND INNOVATIVE MINDS
This research enhances the understanding of marketing issues, determinants of export performance and evidence of exporters within the developing countries in Asia to evaluate whether our current knowledge can be generalized to developing countries.
56
68
CONTRIBUTION : Major Findings
This study has been conducted for the first time in Iran petrochemical industry to recognized the effective components of firm export performance.
INSPIRING CREATIVE AND INNOVATIVE MINDS
This research enhances the understanding of marketing issues, determinants of export performance and evidence of exporters within the developing countries in Asia to evaluate whether our current knowledge can be generalized to developing countries.
56
69
CONTRIBUTION : Major Findings
This study has been conducted for the first time in Iran petrochemical industry to recognized the effective components of firm export performance.
Extending information about emerging market especially China market and sufficient information about determinants of export performance in exporting to emerging market.7
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
70
The overall results of this research is the understanding into how managers can enhance its business performance in international market through the more attention to the determinants and critical success factor of export performance especially in petrochemical companies
1
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
71
The managers need to give considerable attention to the ability of using successful export marketing strategy due to it is critical and vital for a company’s export performance in China market.
2The overall results of this research is the understanding how Iranian companies can enhance its business performance in international market through more attention to the determinants and critical success factor of export performance especially in petrochemical companies
1
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
72
The overall results of this research is the understanding into how Iranian companies can enhance its business performance in international market through the more attention to the determinants and critical success factor of export performance especially in petrochemical companies
1 The managers need to give considerable attention to ability of using successful export marketing strategy due to it is critical and vital for a company’s export performance in China market.
2The study show that top managers have to understand the importance of firm characteristics variables to improve FEP. They are consist of higher level of firm technology, adequate information of company, international experience, and firm’s export market orientation. 3
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
73
Companies should hire the managers with better skilled-based and attitudinal characteristics due to managers are the major force behind the beginning development, sustenance, and prosperity in exporting. They are consist of manager export commitment and support, manager perception towards export opportunities and threat, manager international orientation, the manager experiences, education level of managers.
4
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
74
Companies should hire managers with better skilled-based qualification and attitudinal characteristics due to managers are the major force behind the initial development, sustenance, and prosperity in exporting. They consist of manager export commitment and support, manager perception towards export opportunities and threat, manager international orientation, the manager experiences and education level of managers.
4The external variables must be perceived by Iranian managers carefully due to they cannot be controlled. The external variable consist of export market attractiveness, export market competitive, export market barrier, domestic market barrier, domestic market attractiveness, lack of export assistance in domestic and low level of FDI.
5
INSPIRING CREATIVE AND INNOVATIVE MINDS
Managerial Implications
75
The managers should attention the business conditions and effective variables in exporting to emerging markets. This study prepare good information about exporting to China markets.6
INSPIRING CREATIVE AND INNOVATIVE MINDS
LIST OF PUBLICATIONS
76
Articles publications 1- Management Influence on Firm Export Performance: A Review of Empirical literature 1989-2009. Movaghar Moghaddam, Farshid, Prof. Dr. Abu Bakar Bin Abdul Hamid, African Journal of
Business management, (2012). Index in ISI Journal list
2- The influence of export Marketing Strategy Determinants on Firm Export perfromance: A Review of Empirical literature 1993-2010, International Journal of Fundamental Psychology & Social Sciences.(2011) Conference Publications1- The Export Marketing Strategy Influence on Export Performance: A Review of Empirical literature 1993-2010, (2011), Global Strategic Management conference (GSMC), Dearborn, Detroit Metro, Michigan, USA.2- Management attitudinal characteristics influence on firm export performance: A review of the Empirical Literature 1989-2009. (2011). Advances in Business-Related Scientific Research Conference (ABSRC), Italy(accepted only)3- Determinants of market share for sheets producers firms, (2011), International Conference on Human Resource Development (ICHRD 2011), Malaysia. 4- Management Skill-based Characteristics Influence on Firm Export Performance, (2012), Asia-Pacific Business Research, Malaysia.
THE DETERMINANTS OF FIRM