Market orientation has been cited as a source of competitive advantage that allows the firm to construct offerings superior to those of competitors by the effective collection and dissemination of and reaction to market intelligence. Previous work on market orientation has focused on the effort...

In this study, we empirically test the association of intangibles assets and profits, competitive advantages and their sustainability predicted by resource-based view of the firm in a sample of public Japanese firms. Our approach is based on two main variables: firm's profitability and...

While newer and smaller firms, compared to older ones, are seen as unable to acquire enough of the critical resources needed to survive, this research suggests that differential resource accumulation can predict survival or failure after environmental jolts. This research examines the survival...

Knowledge-intensive acquisitions enable companies to acquire external knowledge and to avoid tedious internal capability development processes. Therefore, knowledge-intensive acquisitions can be profound sources of value creation, as long as the transfer of the acquired knowledge is effectively...

This study examines the empirical links between industry structure, strategy, marketing capabilities and performance in Australian export ventures. Data were gathered via a self-administered mail survey directed to the Chief Executive Officer of 1853 export market ventures. The sample came from...

This paper highlights entrepreneurial expansion into an emerging market. These markets are characterised as locations moving along a dynamic path from a closed economy with government control of economic policy to an open economy with reliance on market forces and the global economy. Building...

Building on network theory and the resource-based view of the firm, this paper uses three case studies to explore how networks facilitate resource development in the international new venture. Set in the context of the conception, commercialization and growth stages of venture development, four...