Hostname: page-component-cb9f654ff-mnl9s Total loading time: 0 Render date: 2025-08-04T17:54:27.488Z Has data issue: false hasContentIssue false
  • English
  • Français

Managerial Ties, Market Orientation, and Export Performance: Chinese Firms Experience–ADDENDUM

Published online by Cambridge University Press:  07 August 2017

Hui Yan ,
Xinming He  and
Binwu Cheng
Hui Yan
Affiliation:
Xiamen University, China
Xinming He
Affiliation:
Durham University, UK
Binwu Cheng
Affiliation:
Wuhan University of Technology, China
Get access Rights & Permissions [Opens in a new window]

Extract

In this addendum we provide further information on our results and findings as well as explanations and suggestions in relation to the low R2. Table 1 provides additional information i.e., the standard error of all estimates, exact p values instead of asterisks as the significance level on the base of Table 3 in the published manuscript.

Keywords

Chinaexport performancemanagerial tiesmarket orientationresource-based viewaddendum

Information

Type
Addendum
Information
Management and Organization Review , Volume 13 , Issue 3 , September 2017 , pp. 639 - 641
Copyright
Copyright © The International Association for Chinese Management Research 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

REFERNCES

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.Google Scholar
Chen, J., Sousa, C. M. P., & He, X. 2016. The determinants of export performance: a review of the literature 2006–2014. International Marketing Review, 33 (5): 626–670.Google Scholar
Cortina, J. M. 1993. Interaction, nonlinearity, and multicollinearity: Implications for multiple regression. Journal of Management, 19 (4): 915–922.CrossRefGoogle Scholar
Frösén, J., Luoma, J., Jaakkola, M., Tikkanen, M., & Aspara, J. 2016. What counts versus what can be counted: The complex interplay of market orientation and marketing performance measurement. Journal of Marketing, 80 (3): 60–78.CrossRefGoogle Scholar
Jaworski, B. J., & Kohli, A. K. 1993. Marketing orientation: Antecedents and consequences. Journal of Marketing, 57 (3): 53–79.Google Scholar
Kumar, V., Jones, E., Venkatesan, R., & Leone, R. 2011. Is market orientation a source of sustainable competitive advantage or simply the cost of competing? Journal of Marketing, 75 (1): 16–30.Google Scholar
Li, J. J., Poppo, L., & Zhou, K. Z. 2008. Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms. Strategic Management Journal, 29 (4): 383–400.CrossRefGoogle Scholar
Li, J. J., Zhou, K. Z., & Shao, A. T. 2009. Competitive position, managerial ties, and profitability of foreign firms in China: An interactive perspective. Journal of International Business Studies, 40 (2): 339–352.Google Scholar
Peng, M. W. 2003. Institutional transitions and strategic choices. Academy of Management Review, 28 (2): 275–296.Google Scholar