Abstract
As the resource-based view suggests, firms choose their export channel on the basis of their internal pool of resources. Following this approach, we firstly hypothesize that firms with intangible resources will establish direct export channels to better exploit, protect and develop their firm-specific resources. Secondly, we propose that firms that establish their export channel on the basis of their internal resources outperform those firms that do not. To obtain empirical evidence we used a Heckman two-step model for the DOC Rioja wine industry. The results confirm that firms improve their export performance when jointly considering internal resources and the export channel. Also, human resources are the most relevant intangible resources in our model. This paper contributes by offering empirical evidence on the exporting channel strategies chosen by Spanish wineries. This paper makes a theoretical contribution by examining the performance consequences of following the RBV approach. Likewise, it has important practical implications for managers, who can improve their firm's export performance by assessing their internal resources before considering which export channel to choose.
Highlights
When entering a foreign market, exporting firms must choose a distribution channel through which to export their products
For the first stage we ran a probit regression where the dependent variable was the export channel “direct channel” and the independent variables were the resource-based view (RBV) factors plus the control variables. The results from this first regression allowed us to identify two main groups of firms: those whose export channel is aligned with RBV predictions, meaning that the model classifies them correctly; and those whose export channel is not aligned with the RBV predictions, meaning that the model cannot classify them correctly
The results obtained from this research highlight the importance of human resources in explaining export channel strategies
Summary
When entering a foreign market, exporting firms must choose a distribution channel through which to export their products. This implies a choice between relying on independent intermediaries and using their own resources. This is a complex and difficult decision as it determines the extent to which they are responsible for distribution, and it has clear implications for the success of the firms in international markets (Madhok 1997; Rialp et al 2002; Root 1994). To help managers frosm exporting firms establish the most appropriate distribution channel, the resource-based view (RBV) provides a theoretical framework based on a. Intangible resources, export channel and performance: is there any fit?
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