초록 열기/닫기 버튼
Purpose: It is widely accepted that one of the key drivers of a newborn export-venture’s export performance is informational resources such as its knowledge about how to compete in export marketplaces. Such knowledge is frequently accumulated through direct experience of export marketplaces. Even though many newborn exporters hold little such experience, some of the exporters have attained substantial export performance. Therefore, we aim to investigate what other factors can affect export performance than direct experience. Research design, data, and methodology: Depending significantly on the knowledge-based view, the organizational learning theory, and the late-mover advantage theory, we attempted to develop a model. The mode may explain and predict the effects of vicarious learning from the experience of other firms as well as the effects of organizational direct learning of culture and economy in other countries on newborn exporters’ sales growth in foreign markets. Results: We proposed that (1) organizational direct learning of a certain culture (chief executive officers’ and employees’ knowledge of foreign cultures) is positively related to export sales growth; (2) organizational direct learning of a certain economy (chief executive officers’ and employees’ knowledge of foreign economies) is positively related to export sales growth. In addition, the current study indicated four types of vicarious learning for newborn exporters including learning from local competitors, domestic competitors, global competitors, business partners in export marketplaces. We also proposed that all vicarious learning factors positively moderates the relationships between newborn exporters’ direct learning and the export sales growth, respectively. Conclusions: We suggested an empirically testable model of the effects of direct experience and vicarious learning on export peroformance. Furthermore, the importance of vicarious learning is highlighted in explaining newborn exporters’ sales growth in export marketplaces.
