Como as Capacidades de Marketing Determinam a Escolha dos Modos de Entrada no Estrangeiro e a Seleção dos Países de Destino Outros Idiomas

ID:
55837
Resumo:
'Objetivo': Neste artigo analisamos, conceitualmente, a influência das capacidades de marketing como antecedentes de duas decisões basilares na internacionalização das empresas: a seleção do modo de entrada no estrangeiro e do país de destino. 'Método': Utilizamos a tipologia com quatro tipos de capacidades de marketing – especializadas, multifuncionais, arquiteturais e dinâmicas – para observar como podem, de modos diferenciados, conduzir a diferentes escolhas de países de destino (localização) e modos de entrada. 'Principais resultados': Propomos que capacidades de marketing de nível mais alto induzem a internacionalização para países mais desenvolvidos e usando modos de entrada de maior controle e comprometimento de recursos, e em contraste, capacidades de nível mais baixo a escolha de mercados de desenvolvimento idêntico ou inferior e a modos de entrada de menor controle e comprometimento de recursos. 'Relevância/originalidade' – O nosso trabalho explora uma possível relação das capacidades de marketing detidas pelas empresas e sua influência quanto a escolha do modo de entrada em mercados externos e quanto a seleção do país de destino. 'Contribuições teóricas': Necessário Complementamos a literatura existente sobre o papel das capacidades na internacionalização das empresas, especificamente observando as capacidades de marketing que se revelam mais próximas do mercado, em contraste com pesquisa sobre competências baseadas em conhecimento tecnológico ou inovação, operacionais ou capacidades de fazer arbitragem entre mercados.
Citação ABNT:
COSTA, T. C.; FERREIRA, M. P.; CUNHA, J. A. C.; PINTO, C. F. Como as Capacidades de Marketing Determinam a Escolha dos Modos de Entrada no Estrangeiro e a Seleção dos Países de Destino. InternexT - Revista Eletrônica de Negócios Internacionais da ESPM, v. 15, n. 1, p. 53-70, 2020.
Citação APA:
Costa, T. C., Ferreira, M. P., Cunha, J. A. C., & Pinto, C. F. (2020). Como as Capacidades de Marketing Determinam a Escolha dos Modos de Entrada no Estrangeiro e a Seleção dos Países de Destino. InternexT - Revista Eletrônica de Negócios Internacionais da ESPM, 15(1), 53-70.
DOI:
http://dx.doi.org/10.18568/internext.v15i1.531
Link Permanente:
http://www.spell.org.br/documentos/ver/55837/como-as-capacidades-de-marketing-determinam-a-escolha-dos-modos-de-entrada-no-estrangeiro-e-a-selecao-dos-paises-de-destino/i/pt-br
Tipo de documento:
Artigo
Idioma:
Português
Referências:
Anand, J.; Delios, A. (2002). Absolute and relative resources as determinants of international acquisitions. Strategic Management Journal, 23(2), 119-134.

Andersen, O. (1997). Internationalization and market entry mode: A review of theories and conceptual frameworks. Management International Review, 37(2), 27-42.

Barkema, H.; Vermeulen, F. (1998). International expansion through start-up or acquisition: A learning perspective. Academy of Management Journal, 41(1), 7-26.

Berry, H.; Guillén, M.; Zhou, N. (2010). An institutional approach to cross-national distance. Journal of International Business Studies, 41(9), 1460-1480.

Birkinshaw, J.; Hood, N.; Jonsson, S. (1998). Building firm‐specific advantages in multinational corporations: the role of subsidiary initiative. Strategic Management Journal, 19(3), 221-242.

Blesa, A.; Ripolles, M. (2008). The influence of marketing capabilities on economic international performance. International Marketing Review, 25(6), 651-673.

Bortoluzzi, G.; Chiarvesio, M.; Di Maria, E.; Tabacco, R. (2014). Exporters moving toward emerging markets: A resource-based approach. International Marketing Review, 31(5), 506-525.

Brouthers, L.; Mukhopadhyay, S.; Wilkinson, T.; Brouthers, K. (2009). International market selection and subsidiary performance: A neural network approach. Journal of World Business, 44(3), 262-273.

Caiazza, R.; Volpe, T. (2015). M&A process: A literature review and research agenda. Business Process Management Journal, 21(1), 205-220.

Capron, L.; Hulland, J. (1999). Redeployment of brands, sales forces, and general marketing management expertise following horizontal acquisitions: A resource-based view. Journal of Marketing, 63(2), 41-54.

Cavusgil, S.; Knight, G. (2015). The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization. Journal of International Business Studies, 46(1), 3-16.

Cavusgil, S.; Zou, S. (1994). Marketing strategyperformance relationship: An investigation of the empirical link in export market ventures. Journal of Marketing, 58(1), 1-21.

Chen, S. (2008). The motives for international acquisitions: Capability procurements, strategic considerations, and the role of ownership structures. Journal of International Business Studies, 39(3), 454-71.

Chen, X.; Chen, A.; Zhou, K. (2014). Strategic orientation, foreign parent control, and differentiation capability building of international joint ventures in an emerging market. Journal of International Marketing, 22(3), 30-49.

Cuervo-Cazurra, A.; Genc, M. (2008). Transforming disadvantages into advantages: Developing-country MNEs in the least developed countries. Journal of International Business Studies, 39(6), 957-979.

Cuervo‐Cazurra, A. (2012). Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate. Global Strategy Journal, 2(3), 153-167.

Davidson, W. (1980). The location of foreign direct investment activity: country characteristics and experience effects. Journal of International Business Studies, n. 11, p. 9-22.

Day, G. (1994). The capabilities of market-driven organizations. Journal of Marketing, n. 58, p. 37-52.

Dunning, J. (1980). Toward an eclectic theory of international production: Some empirical tests. Journal of International Business Studies, 11(1), 9-31.

Dunning, J.; Lundan, S. (2008). Multinational enterprises and the global economy. Cheltenham: Edward Elgar.

Dutta, S.; Narasimhan, O.; Rajiv, S. (1999). Success in high-technology markets: Is marketing capability critical? Marketing Science, 18(4), 547-568.

Eisend, M.; Evanschitzky, H.; Calantone, R. (2016). The relative advantage of marketing over technological capabilities in influencing new product performance: the moderating role of country institutions. Journal of International Marketing, 24(1), 41-56.

Erramilli, M.; Agarwal, S.; Kim, S. (1997). Are firm-specific advantages location-specific too? Journal of International Business Studies, 28(4), 735-757.

Evers, N.; Andersson, S.; Hannibal, M. (2012). Stakeholders and marketing capabilities in international new ventures: Evidence from Ireland, Sweden and Denmark. Journal of International Marketing, 20(4), 46-71.

Fang, E.; Zou, S. (2009). Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of International Business Studies, 40(5), 742-761.

Ferreira, M. (2007). Building and leveraging knowledge capabilities through cross-border acquisitions. In Tallman, S. (Org.). New Generations in International Strategy. New York, NY: Edward Elgar Publishing, Ltd.

Ferreira, M.; Santos, J.; Almeida, M.; Reis, N. (2014). Mergers & acquisitions research: A bibliometric study of top strategy and international business journals, 1980-2010. Journal of Business Research, 67(12), 2550-2558.

Gaur, A.; Kumar, V.; Singh, D. (2014). Institutions, resources, and internationalization of emerging economy firms. Journal of World Business, 49(1), 12-20.

Goerzen, A.; Asmussen, C.; Nielsen, B. (2013). Global cities and multinational enterprise location strategy. Journal of international business studies, 44(5), 427-450.

Gregory, G.; Ngo, L.; Karavdic, M. (2017). Developing e-commerce marketing capabilities and efficiencies for enhanced performance in business-tobusiness export ventures. Industrial Marketing Management, in press.

Henisz, W.; Macher, J. (2004). Firm-and country level trade-offs and contingencies in the evaluation of foreign investment: the semiconductor industry, 1994-2002. Organization Science, 15, 537-554.

Hennart, J.; Park, Y. (1993). Greenfield vs acquisition: The strategy of Japanese investors in the United States. Management Science, 39(9), 1054-1070.

Hennart, J.; Slangen, A. (2015). Yes, we really do need more entry mode studies!A commentary on Shaver. Journal of International Business Studies, 46(1), 114-122.

Hill, C.; Kim, W. (1988). Searching for a dynamic theory of the multinational enterprise: A transaction cost model. Strategic Management Journal, n. 9, p. 93-194.

Holburn, G.; Zelner, B. (2010). Political capabilities, policy risk, and international investment strategy: Evidence from the global electric power generation industry. Strategic Management Journal, n. 31, p. 1290-1315.

Hymer, S. (1976). The international operations of national firms: A study of direct foreign investment. Cambridge, MA: MIT Press.

Johanson, J.; Vahlne, J. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23-32

Kaleka, A.; Morgan, N. (2017). How marketing capabilities and current performance drive strategic intentions in international markets. Industrial Marketing Management. Online first doi: 10.1016/j.indmarman.2017.02.001.

Kamboj, S.; Rahman, Z. (2015). Marketing capabilities and firm performance: Literature review and future research agenda. International Journal of Productivity and Performance Management, 64(8), 1041-1067.

Kim, J.; Aguilera, R. (2016). Foreign location choice: Review and extensions. International Journal of Management Reviews, 18(2), 133-159.

Klier, H.; Schwens, C.; Zapkau, F.; Dikova, D. (2017). Which resources matter how and where?A meta‐analysis on firms’ foreign establishment mode choice. Journal of Management Studies, 54(3), 304-339.

Kogut, B.; Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411-432.

Konwar, Z.; Papageorgiadis, N.; Ahammad, M.; Tian, Y.; McDonald, F.; Wang, C. (2017). Dynamic marketing capabilities, foreign ownership modes, sub-national locations and the performance of foreign affiliates in developing economies. International Marketing Review, 34(5), 674-704.

Kotabe, M.; Srinivasan, S.; Aulakh, P. (2002). Multinationality and firm performance: The moderating role of R&D and marketing capabilities. Journal of International Business Studies, 33(1), 79-97.

Kotha, S.; Rindova, V.; Rothaermel, F. (2001). Assets and actions: Firm-specific factors in the internationalization of US Internet firms. Journal of International Business Studies, 32(4), 769-791.

Krasnikov, A.; Jayachandran, S. (2008). The relative impact of marketing, research-and-development, and operations capabilities on firm performance. Journal of marketing, 72(4), 1-11.

Kraus, S.; Ambos, T. C.; Eggers, F.; Cesinger, B. (2015). Distance and perceptions of risk in internationalization decisions. Journal o Business Research, 68(7), 1501-1505.

Kumaraswamy, A.; Mudambi, R.; Saranga, H.; Tripathy, A. (2012). Catch-up strategies in the Indian auto components industry: Domestic firms’ responses to market liberalization. Journal of International Business Studies, 43(4), 368-395.

Lado, A.; Boyd, N.; Wright, P. (1992). A competency-based model of sustainable competitive advantage: Toward a conceptual integration. Journal of Management, 18(1), 77-91.

Lages, L.; Silva, G.; Styles, C. (2009). Relationship capabilities, quality, and innovation as determinants of export performance. Journal of international Marketing, 17(4), 47-70.

Lecraw, D. (1977). Direct investment by firms from less developed countries. Oxford Economic Papers, 29(3), 442-457.

Lee, R.; Zhou, K. (2012). Is product imitation good for firm performance? An examination of product imitation types and contingency factors. Journal of International Marketing, 20(3), 1-16.

Lu, J.; Beamish, P. (2001). The internationalization and performance of SMEs. Strategic Management Journal, 22, 565-586.

Lu, Y.; Zhou, L.; Bruton, G.; Li, W. (2010). Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy. Journal of International Business Studies, 41(3), 419-436.

Malik, A.; Sinha, A.; Blumenfeld, S. (2012). Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms. Industrial Marketing Management, 41(4), 639-648.

Meyer, K.; Wright, M.; Pruthi, S. (2009). Managing knowledge in foreign entry strategies: A resource‐based analysis. Strategic Management Journal, 30(5), 557-574.

Moller, K.; Anttila, M. (1987). Marketing capability: A key success factor in small business? Journal of Marketing Management, 3(2), 185-203.

Morgan, N. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40(1), 102-119.

Morgan, N.; Feng, H.; Whitler, K. (2018). Marketing capabilities in international marketing. Journal of International Marketing, 26(1), 61-95.

Morgan, N.; Katsikeas, C.; Vorhies, D. (2012). Export marketing strategy implementation, export marketing capabilities, and export venture performance. Journal of the Academy of Marketing Science, 40(2), 271-289.

Morgan, N.; Vorhies, D.; Mason, C. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30(8), 909-920.

Morgan, N.; Zou, S.; Vorhies, D.; Katsikeas, C. (2003). Experiential and informational knowledge, architectural marketing capabilities, and the adaptive performance of export ventures: A cross‐national study. Decision Sciences, 34(2), 287-321.

Morschett, D.; Schramm-Klein, H.; Swoboda, B. (2010). Decades of research on market entry modes: What do we really know about external antecedents of entry mode choice? Journal of International Management, 16(1), 60-77.

Müllner, J. (2016). From uncertainty to risk -a risk management framework for market entry. Journal of World Business, 51(5), 800-814.

Musso, F.; Francioni, B. (2014). International strategy for SMEs: Criteria for foreign markets and entry modes selection. Journal of Small Business and Enterprise Development, 21(2), 301-312.

Nakos, G.; Dimitratos, P.; Elbanna, S. (2019). The mediating role of alliances in the international market orientation-performance relationship of SMEs. International Business Review.

Nath, P.; Nachiappan, S.; Ramanathan, R. (2010). The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view. Industrial Marketing Management, 39(2), 317-329.

Papadopoulos, N.; Martín, O. (2011). International market selection and segmentation: Perspectives and challenges. International Marketing Review, 28(2), 132-149.

Pham, T.; Monkhouse, L.; Barnes, B. (2017). The influence of relational capability and marketing capabilities on the export performance of emerging market firms. International Marketing Review, 34(5), 606-628.

Pinho, J. C.; Prange, C. (2016). The effect of social networks and dynamic internationalization capabilities on international performance. Journal of World Business, 51(3), 391-403.

Root, F. (1994). Entry strategies for international markets. New York, NY: Lexington books.

Shen, Z.; Puig, F.; Paul, J. (2017). Foreign market entry mode research: A review and research agenda. The International Trade Journal, 31(5), 429-456.

Slotegraaf, R.; Dickson, P. (2004). The paradox of a marketing planning capability. Journal of the Academy of Marketing Science, 32(4), 371-385.

Stal, E.; Cuervo-Cazurra, A. (2011). The investment development path and FDI from developing countries: The role of pro-market reforms and institutional voids. Latin American Business Review, 12(3), 209-231.

Stoian, C.; Mohr, A. (2016). Outward foreign direct investment from emerging economies: Escaping home country regulative voids. International Business Review, 25(5), 1124-1135.

Takeuchi, R.; Tesluk, P.; Yun, S.; Lepak, D. (2005). An integrative view of international experience. Academy of Management Journal, 48(1), 85-100.

Tallman, S.; Fladmoe-Lindquist, K. (2002). Internationalization, globalization, and capabilitybased strategy. California Management Review, 45(1), 116-135.

Tan, Q.; Sousa, C. (2015). Leveraging marketing capabilities into competitive advantage and export performance. International Marketing Review, 32(1), 78-102.

Teece, D.; Pisano, G.; Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

Tseng, C.; Lee, R. (2010). Host environmental uncertainty and equity-based entry mode dilemma: The role of market linking capability. International Business Review, 19(4), 407-18.

Vorhies, D.; Morgan, N. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 69(1), 80-94.

Vorhies, D.; Morgan, R.; Autry, C. (2009). Product‐market strategy and the marketing capabilities of the firm: Impact on market effectiveness and cash flow performance. Strategic Management Journal, 30(12), 1310-1334.

Wilson, H.; Daniel, E. (2007). The multi-channel challenge: A dynamic capability approach. Industrial Marketing Management, 36(1), 10-20.

Wu, J. (2013). Marketing capabilities, institutional development, and the performance of emerging market firms: A multinational study. International Journal of Research in Marketing, 30(1), 36-45.

Zacharakis, A. (1997). Entrepreneurial entry into foreign markets: A transaction cost perspective. Entrepreneurship Theory & Practice, 21(3), 23-39.

Zaheer, S. (1995). Overcoming the liability of foreignness. Academy of Management Journal, 38(2), 341-363.

Zhao, H.; Luo, Y.; Suh, T. (2004). Transaction cost determinants and ownership-based entry mode choice: A meta-analytical review. Journal of International Business Studies, 35(6), 524-544.

Zhao, H.; Ma, J.; Yang, J. (2017). 30 years of research on entry mode and performance relationship: A meta-analytical review. Management International Review, 57(5), 653-682.

Zhao, S.; Priporas, C. V. (2017). Information technology and marketing performance within international market-entry alliances: A review and an integrated conceptual framework. International Marketing Review, 34(1), 5-28.

Akdeniz, M.; Gonzalez-Padron, T.; Calantone, R. (2010). An integrated marketing capability benchmarking approach to dealer performance through parametric and nonparametric analyses. Industrial Marketing Management, 39(1), 150-160.