Journal of International Marketing

National Export-Promotion Programs as Drivers of Organizational Resources and Capabilities: Effects on Strategy, Competitive Advantage, and Performance

Leonidas C Leonidou — 2011-05-04

Journal of International Marketing 19(2): 1-29 Abstract The authors present the results of a study that empirically tests a model connecting national export-promotion programs with export performance through the intervening role of export-related organizational resources and capabilities, export marketing strategy, and export competitive advantage. The study reveals that the adoption of specific national export-promotion programs positively strengthens the firm's export-related resources and capabilities, which in turn are instrumental in developing a sound export marketing strategy. By realizing this strategy, the firm enjoys competitive advantages related to costs, products, or services, which in turn help it achieve superior export performance in both market and financial dimensions. In addition, the firm's export market performance has a positive impact on export financial performance. This study also shows that the effect of national export-promotion programs on export-related resources and capabilities is stronger among smaller firms and, for some programs, among firms with less export experience.

A Cross-Cultural Examination of Corporate Social Responsibility Marketing Communications in Mexico and the United States: Strategies for Global Brands

Karen L Becker-Olsen — 2011-05-04

Journal of International Marketing 19(2): 30-44 Abstract This study examines the impact of marketing-oriented corporate social responsibility (CSR) communications on perceptions of the firm and its brands among consumers in two diverse cultures, economies, and political landscapes. The authors' main hypotheses are based on global brand positioning theory, which posits that consumer perceptions are enhanced if the brand is viewed as global. In general, the results support the notion that multinational firms emphasizing global CSR efforts engender more positive perceptions across multiple dimensions. Yet regarding tactical issues, the results also show the importance of some specific needs according to local tastes and experiences. The authors provide implications for marketing theory and practice as well as future research directions.

Consumers' Emotional Bonds with Foreign Countries: Does Consumer Affinity Affect Behavioral Intentions?

Eva M Oberecker — 2011-05-04

Journal of International Marketing 19(2): 45-72 Abstract The construct of consumer affinity, which captures country-specific favorable feelings toward particular foreign countries, was recently introduced in the international marketing literature. In this study, the authors conceptually advance the consumer affinity construct and develop a measurement instrument for capturing affinity feelings. They also link consumer affinity, country image, and consumer ethnocentrism to key consumer behavior variables--namely, perceived risk and willingness to buy products from, invest in, and visit the affinity country. The findings indicate that consumer affinity is more powerful than consumers' ethnocentric tendencies in explaining both perceived risk and willingness to buy. The results also show that consumer affinity is more influential than cognitive evaluations of a country for the majority of the behavioral outcomes considered in the study (perceived risk, visit intentions, and investment intentions). Thus, internationally active companies can benefit from leveraging consumer affinity feelings in addition to positive country images. Overall, the study emphasizes the important role of positive affect in shaping consumer behavior, thus complementing prior research that focuses exclusively on the behavioral implications of negative affect (most notably consumer animosity).

A Cross-Cultural Perspective of Marketing Departments' Influence Tactics

Andreas Engelen — 2011-05-04

Journal of International Marketing 19(2): 73-94 Abstract Recent marketing literature has shown that an influential marketing department is a driver of an organizationwide market orientation and, in some studies, of firm performance. Recognizing the importance of a strong marketing department, this study develops a theoretical model of the levers of marketing departments' influence and examines the degree to which the effects of the levers are subject to national cultural variations. The authors empirically validate the theoretical model using 740 firms from six Western and Asian countries. The findings reveal both culturally dependent and independent effects. For example, although a great degree of innovativeness in the marketing department has a positive impact on the department's influence across cultures, a high level of accountability and integration with other departments shows cultural dependencies. Global marketing managers learn whether they should advise their local marketing department to use standardized influence tactics or make necessary adaptations to local circumstances.

Gains and Losses from the Misperception of Brand Origin: The Role of Brand Strength and Country-of-Origin Image

George Balabanis — 2011-05-04

Journal of International Marketing 19(2): 95-116 Abstract Mounting empirical evidence shows that consumers often associate brands with the wrong country of origin (COO) or are unable to classify a brand to any COO. In this study, the authors investigate the consequences of brand origin mis-classification and nonclassification on consumers' brand image evaluations and associated purchase intentions. Drawing from categorization theory, the authors test hypotheses regarding the impact of brand strength and COO image on misclassification gains and losses on a sample of U.K. consumers. The results show that both misclassification and non-classification have mostly adverse consequences on both brand evaluations and purchase intentions. The findings further show that strong brands are not immune to misclassification and stress the importance of ensuring that consumers are aware of a brand's true COO.