Emerging market countries are characterized by weaknesses in institutions, infrastructure, and other public resources to support business. Small and medium-sized enterprises (SMEs) typically endure limited private resources. Despite such deficiencies, emerging-market SMEs are participating increasingly in international business. The authors examine orientations and strategies that engender superior international performance among SMEs from emerging markets. They develop and test a model using a large dataset of Chinese SMEs to examine the antecedent roles of market culture, international orientation, and international marketing strategy. Findings point to these constructs as significant drivers of international performance. Implications for scholarship and practice are offered.
Bibliographical noteACKNOWLEDGMENTS: We gratefully acknowledge the helpful input provided by three anonymous reviewers at the Annual Meeting of the Academy of International Business on an earlier version of the manuscript.
- Emerging markets
- international marketing
- market culture