Chapter 13: The resource-based view (RBV) and the industrial organization theoretical frameworks: are both required to explain export marketing performance?
The industrial organization and resource-based views (RBV) of competitive strategy that have dominated the strategy literature in recent years in explaining the antecedents of performance are seen as being diametrically opposed; however, it may be that they complement each other in explaining a firm’s performance (Amit and Schoemaker, 1993). However, the empirical studies examining these complementarities have been limited (Mauri and Michaels, 1998). Recent strategy and entry mode research gives the impression that the RBV has become the dominant paradigm (Knudsen and Madsen, 2002) with the industry competitive view being largely ignored (Levinthal, 1995; O’Cass and Weerawardena, 2010). Furthermore, Porter’s (1985) industry structure framework has attracted limited empirical attention (Powell, 1996). However, supporters of the RBV suggest that much of the empirical literature enlightened by Porter’s (1985) framework has chosen to focus on analysing the environment–performance relationship, placing little emphasis on the impact of assets and capabilities on firm performance (Barney, 1991). This gap in the literature has been addressed by recent attempts to examine the role of different constructs that may assist in understanding the industry structure (i.e. competitive intensity) performance relationship. For example, Weerawardena et al. (2006) examined the role of industry structure on learning capabilities, innovation and brand performance in export market ventures. They found that the industry environment primarily impacts market-focused learning. However, research in this area has been limited, with limited effort devoted to understanding if and how the competitive intensity environment impacts an export venture’s marketing performance (O’Cass and Weerawardena, 2010).
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