Version 1
: Received: 1 October 2021 / Approved: 5 October 2021 / Online: 5 October 2021 (08:13:39 CEST)
Version 2
: Received: 2 January 2022 / Approved: 4 January 2022 / Online: 4 January 2022 (20:26:24 CET)
How to cite:
Kim, K.; Lim, G.G. International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce. Preprints2021, 2021100068. https://doi.org/10.20944/preprints202110.0068.v2
Kim, K.; Lim, G.G. International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce. Preprints 2021, 2021100068. https://doi.org/10.20944/preprints202110.0068.v2
Kim, K.; Lim, G.G. International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce. Preprints2021, 2021100068. https://doi.org/10.20944/preprints202110.0068.v2
APA Style
Kim, K., & Lim, G.G. (2022). International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce. Preprints. https://doi.org/10.20944/preprints202110.0068.v2
Chicago/Turabian Style
Kim, K. and Gyoo Gun Lim. 2022 "International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce" Preprints. https://doi.org/10.20944/preprints202110.0068.v2
Abstract
For better export marketing strategies (EMS), companies mobilize their internal resources, which are managerial commitment, firm experience, and product uniqueness. However, Small businesses with constrained resources cannot be well explained with this view. So, more research on how small business come up with EMS have been called for. To explain how resource-restricted firms which rely heavely on entrepreneur, this study adopted the concept of dynamic managerial capabilities (DMCs) and resource versatility to better explain small business exports. We analyzed small businesses in Mongolia with qualitative research methods, including interviews with entrepreneurs and support organizations, site visits, and group discussions. We suggest international dynamic marketing capabilities (IDMCs), which are entrepreneurial orientation, networking capability, and versatile dynamic capability for small business. Theoretical and managerial implications are discussed.
Business, Economics and Management, Business and Management
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Commenter: Kihyon Kim
Commenter's Conflict of Interests: Author