International market orientation, strategies of entrance in international markets and international performance: propositions for a conceptual model

Abstract

The large number of studies about market orientation is concentrated on domestic environments. The approach to international activities of the organizations has not been enough explored yet. This article analyzes the theories about international market orientation and strategies of entrance in international markets, offering propositions discussed with executives and academicians related to international business. It is based on an exploratory research, and its data collection was made with a semi-structured questionnaire applied in interviews with four executives responsible for international business in different types of companies and with three academicians who do research on this subject. It presents a conceptual model for the relationship between the level of international market orientation, international performance and the strategies of entrance in international markets adopted by the organizations. It argues that the adoption of more complex strategies of entrance in international markets, for example, through direct foreign investments, implies the need to increase international market orientation and performance levels, given the influence that these strategies have on the constructs of intelligence generation and dissemination, response and interfunctional coordination. Key words: international market orientation, strategies of entrance in international markets, international performance.