İHRACAT PAZAR YÖNELİMİNİN ÖNCÜLLERİ: TÜRK İMALAT FİRMALARI ÜZERİNE KEŞİFSEL BİR ÇALIŞMA

Year 2024, , 354 - 389, 28.06.2024

Zeynep Dereli Sanem Alkibay

https://doi.org/10.36543/kauiibfd.2024.014

Abstract

Bu çalışmada, Türk imalat işletmelerinin ihracat pazar yönelimli davranışlarda bulunmalarını etkileyebilecek faktörlerin araştırılması amaçlanmıştır. Bu kapsamda, ihracat satış yöneticisi unvanında çalışmakta olan 18 kişi ile yarı yapılandırılmış görüşmeler gerçekleştirilmiş, elde edilen veriler içerik analizine tabi tutulmuştur. Analiz sonucunda, işletmelerin ihracat pazar yönelimi uygulamalarını etkileyebilecek faktörler; organizasyonel yapı, işletme özellikleri, işletme yetenekleri, ihracat satış yöneticisi özellikleri, üst düzey yönetici özellikleri, işletmeler arası faktörler ve çevresel faktörlerden oluşan yedi tema altında sınıflandırılmıştır. Çalışma tespit edilen bulgulardan hareketle, ihracat faaliyetlerinde pazar yönelimi düzeyini artırmak için hangi işletme yeteneklerinin geliştirilmesi ve ihracat müdürleri ile üst düzey yöneticilerin hangi özellik ve yetkinliklerinin ön plana çıkarılması gerektiğine yönelik önemli çıkarımlar sunmaktadır. Ayrıca, ithalatçılar ile güven ve işbirliğine dayalı ilişkiler geliştirilmesinin, ihracat pazar bilgisinin elde edilmesi ve etkili cevapların verilmesindeki önemine dikkat çekmektedir.

Keywords

İhracat pazar yönelimi, ihracat pazarlaması, nitel araştırma

THE ANTECEDENTS OF EXPORT MARKET ORIENTATION: AN EXPLORATORY STUDY OF TURKISH MANUFACTURING FIRMS

Abstract

The purpose of this research is to investigate the factors influencing the behavior of Turkish manufacturing firms towards export market orientation. In this regard, semi-structured interviews were conducted with 18 export sales managers and the obtained data were analyzed using qualitative content analysis. According to the findings of the analysis, the factors that may influence firms' export market orientation practices are classified under seven themes which include organizational structure, firm characteristics, firm capabilities, export sales manager characteristics, top management characteristics, inter-firm factors, and environmental factors. The study provides important conclusions regarding which firm capabilities should be developed to increase the level of market orientation in export activities, and which characteristics and competencies of export managers and top-level executives should be emphasized. Additionally, it highlights the importance of developing trust-based cooperative relations with importers to obtain export market knowledge and provide effective responses.

Keywords

Export market orientation, export marketing, qualitative research

References

• Acar, F. P. (2016). The effects of top management team composition on SME export performance: an upper echelons perspective. Central European Journal of Operations Research, 24, 833-852.
• Acosta, A. S., Crespo, Á. H., & Agudo, J. C. (2018). Effect of market orientation, network capability and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). International Business Review, 27(6), 1128-1140.
• Akyol, A., & Akehurst, G. (2003). An investigation of export performance variations related to corporate export market orientation. European Business Review, 15(1), 5-19.
• Albaum GJ, Duerr E & Strandskov J (2005). International marketing and export management. Harlow, England: Pearson Education.
• Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33-46.
• Ang, S., Van Dyne, L., Rockstuhl, T., Gelfand, M. J., Chiu, C. Y., & Hong, Y. Y. (2015). Cultural intelligence. Advances in Culture and Psychology, 5, 273-324.
• Armario, J. M., Ruiz, D. M., & Armario, E. M. (2008). Market orientation and internationalization in small and medium‐sized enterprises. Journal of Small Business Management, 46(4), 485-511.
• Atuahene-Gima, K. (1996). Market orientation and innovation. Journal of Business Research, 35(2), 93-103.
• Belich, T. J., & Dubinsky, A. J. (1995). Factors related to information acquisition in exporting organizations. Journal of Business Research, 33(1), 1-11.
• Cadogan, J. W., ve Diamantopoulos, A. (1995). Narver and Slater, Kohli and Jaworski and the market orientation construct: integration and internationalization. Journal of strategic marketing, 3(1), 41-60.
• Cadogan, J. W., Diamantopoulos, A., ve De Mortanges, C. P. (1999). A measure of export market orientation: scale development and cross-cultural validation. Journal of International Business Studies, 30(4), 689-707.
• Cadogan, J. W. (2003). Multiple perspectives on market orientation’s domain specification: implications for theory development and knowledge accumulation. chapter in Hart, Susan (ed), Marketing Changes, Thomson Business Press, London, 95-123.
• Cadogan, J. W., Cui, C. C., Morgan, R. E., & Story, V. M. (2006). Factors facilitating and impeding the development of export market-oriented behavior: A study of Hong Kong manufacturing exporters. Industrial Marketing Management, 35(5), 634-647.
• Cadogan, J. W., Cui, C. C., & Li, E. K. Y. (2003). Export market‐oriented behavior and export performance: The moderating roles of competitive intensity and technological turbulence. International Marketing Review, 20(5), 493-513.
• Cadogan, J. W., Diamantopoulos, A., & Siguaw, J. A. (2002). Export market-oriented activities: Their antecedents and performance consequences. Journal of International Business Studies, 33(3), 615-626.
• Cadogan, J. W., Paul, N. J., Salminen, R. T., Puumalainen, K., & Sundqvist, S. (2001). Key antecedents to “export” market-oriented behaviors: a cross-national empirical examination. International Journal of Research in Marketing, 18(3), 261-282.
• Cadogan, J. W., Sundqvist, S., Puumalainen, K., & Salminen, R. T. (2012). Strategic flexibilities and export performance: the moderating roles of export market‐oriented behavior and the export environment. European Journal of Marketing, 46(10), 1418-1452.
• Chang, Y. S., & Fang, S. R. (2015). Enhancing export performance for business markets: effects of interorganizational relationships on export market orientation (EMO). Journal of Business-to-Business Marketing, 22(3), 211-228.
• Chi, T., & Sun, Y. (2013). Development of firm export market-oriented behavior: Evidence from an emerging economy. International Business Review, 22(1), 339-350.
• Collis, D. J. (1994). Research note: how valuable are organizational capabilities?. Strategic Management Journal, 15(S1), 143-152.
• Corbin, J. S., & Strauss, A. (2008). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. California: Sage.
• Corbin, J. S., & Strauss, A. (2014). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. California: Sage
• Cravens, D. W., Ingram, T. N., LaForge, R. W., & Young, C. E. (1993). Behavior-based and outcome-based salesforce control systems. Journal of Marketing, 57(4), 47-59.
• Creswell, J. W. (2013). Steps in conducting a scholarly mixed methods study. DBER Group Discussion on 2013-11-14.
• Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37-52.
• Deshpandé, R., Farley, J. U., & Webster Jr, F. E. (1993). Corporate culture, customer orientation, and innovativeness in Japanese firms: a quadrad analysis. Journal of Marketing, 57(1), 23-37.
• Dyer, J. H., & H. Singh, (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4): 660–79.
• Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across Cultures. California: Standford University Press.
• Ekber, Ş., & Ahmadov, F. (2017). Pazar odaklılık yaklaşımları: Bir literatür incelemesi. Uygulamalı Sosyal Bilimler Dergisi, 1(1), 33-44.
• Ellis, P. D. (2007). Distance, dependence and diversity of markets: effects on market orientation. Journal of International Business Studies, 38, 374-386.
• Ferrell, O. C., Gonzalez-Padron, T. L., Hult, G. T. M., & Maignan, I. (2010). From market orientation to stakeholder orientation. Journal of Public Policy and Marketing, 29(1), 93-96.
• Gonos, J., & Gallo, P. (2013). Model for leadership style evaluation. Management: Journal of Contemporary Management Issues, 18(2), 157-168.
• Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.
• Griffiths, J. S., & Grover, R. (1998). A framework for understanding market orientation: The behavior and the culture. American Marketing Association: Conference Proceedings, 9, 311.
• Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206.
• Heide, J. B., & John, G. (1992). Do norms matter in marketing relationships?. Journal of Marketing, 56(2), 32-44.
• Holton, J. A. (2007). The coding process and its challenges. The Sage Handbook of Grounded Theory, 3, 265-289.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA Sage Publications.
• Hunt, S. D., & Lambe, C. J. (2000). Marketing’s contribution to business strategy: market orientation, relationship marketing and resource‐advantage theory. International Journal of Management Reviews, 2(1), 17-43.
• Ilgar, M. Z., & Ilgar, S. C. (2013). Nitel bir araştırma deseni olarak gömülü teori (temellendirilmiş kuram). İZÜ Sosyal Bilimler Dergisi, 2(3), 197-247.
• Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69(2), 24-41.
• Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1-18.
• Kotler, P. (2002). Marketing Places. New York: Simon & Schuster.
• Kotorri, M., & Krasniqi, B. A. (2018). Managerial characteristics and export performance–empirical evidence from Kosovo. Southeast European Journal of Economics and Business, 13(2), 32-48.
• Lages, C., Lages, C. R., & Lages, L. F. (2005). The relqual scale: a measure of relationship quality in export market ventures. Journal of Business Research, 58(8), 1040-1048.
• Lages, L. F., & Montgomery, D. B. (2005). The relationship between export assistance and performance improvement in Portuguese export ventures: An empirical test of the mediating role of pricing strategy adaptation. European Journal of Marketing, 39(7/8), 755-784.
• Li, P. Y. (2018). Top management team characteristics and firm internationalization: The moderating role of the size of middle managers. International Business Review, 27(1), 125-138.
• Lin, K. H., Huang, K. F., & Peng, Y. P. (2014). Impact of export market orientation on export performance: A relational perspective. Baltic Journal of Management, 9(4), 403-425.
• Magnusson, P., Westjohn, S. A., Semenov, A. V., Randrianasolo, A. A., & Zdravkovic, S. (2013). The role of cultural intelligence in marketing adaptation and export performance. Journal of International Marketing, 21(4), 44-61.
• Malhotra, N. K., (2007). Marketing research. An applied orientation. New York: Pearson International Edition. McNamara, C. P. (1972). The present status of the marketing concept. Journal of Marketing, 36(1), 50-57.
• Merriam, S. B., & Tisdell, E. J. (2015). Qualitative Research: A Guide to Design and Implementation. San Fransico: John Wiley & Sons.
• Mohr, A., & Batsakis, G. (2019). The contingent effect of TMT international experience on firms’ internationalization speed. British Journal of Management, 30(4), 869-887.
• Mostafiz, M. I., Sambasivan, M., & Goh, S. K. (2021). Antecedents and consequences of market orientation in international B2B market: role of export assistance as a moderator. Journal of Business and Industrial Marketing, 36(6), 1058-1075.
• Murray, J. Y., Gao, G. Y., Kotabe, M., & Zhou, N. (2007). Assessing measurement invariance of export market orientation: a study of Chinese and non-Chinese firms in China. Journal of International Marketing, 15(4), 41-62.
• Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.
• Narver, J. C., Slater, S. F., & Tietje, B. (1998). Creating a market orientation. Journal of Market-focused Management, 2(3), 241-255.
• Navarro, A., Acedo, F. J., Robson, M. J., Ruzo, E., & Losada, F. (2010). Antecedents and consequences of firms’ export commitment: An empirical study. Journal of International Marketing, 18(3), 41-61.
• Oliver, R. L., & Anderson, E. (1994). An empirical test of the consequences of behavior-and outcome-based sales control systems. Journal of Marketing, 58(4), 53-67.
• Pascucci, F., Bartoloni, S., & Gregori, G. L. (2016). Export market orientation and international performance in the context of SMEs. Journal of Small Business and Entrepreneurship, 28(5), 361-375.
• Rivas, J. L. (2012). Diversity and internationalization: The case of boards and TMT's. International Business Review, 21(1), 1-12.
• Rose, G. M., & Shoham, A. (2002). Export performance and market orientation: establishing an empirical link. Journal of Business Research, 55(3), 217-225.
• Slater, S. F., & Narver, J. C. (1994). Market orientation, customer value, and superior performance. Business Horizons, 37(2), 22-28.
• Slater, S. F., & Narver, J. C. (1994a). Does competitive environment moderate the market orientation-performance relationship. Journal of Marketing, 58(1), 46-55.
• Slater, S. F., & Narver, J. C. (1994b). Market orientation, customer value, and superior performance. Business Horizons, 37(2), 22-28.
• Tashakkori, A., ve Teddlie, C. (Eds.). (2003). Handbook of mixed methods in social ve behavioral research. CA: Sage.
• Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
• Theodosiou, M., & Katsikea, E. (2007). How management control and job-related characteristics influence the performance of export sales managers. Journal of Business Research, 60(12), 1261-1271.
• Uzzi, B. (1997). Social structure and competition in interfirm networks. Administrative Science Quarterly, 42(1), 37-69.
• Zhang, C., Cavusgil, S. T., & Roath, A. S. (2003). Manufacturer governance of foreign distributor relationships: do relational norms enhance competitiveness in the export market?. Journal of International Business Studies, 34, 550-566.