Exploration-oriented high-tech manufacturers’ export marketing internalization in emerging markets: the moderating role of relational ties with supply chain peers

Abstract

Purpose This study aims to argue that manufacturers with more exploration orientation (compared to exploitation orientation) have higher degrees of export marketing internalization (EMI) of branding and channels. Design/methodology/approach The authors use a multisource survey collecting data from 161 Taiwanese high-tech manufacturers in emerging markets. Findings The results show that manufacturers with more exploration orientation have higher degrees of EMI of both branding and channels. This work also reveals that relational ties with supply chain peers can strengthen this proposed positive effect on the EMI of channels while weakening the positive proposed effect on the EMI of branding. Originality/value Accordingly, this study enriches the resource-based view (RBV) literature by showing how firms’ unique resource portfolios affect their adopted EMI strategies in two ways: (1) firms design their EMI based on their value maximization of core competences (e.g. ambidexterity capability), and (2) firms face resource inconsistency when designing their EMI of different marketing activities.