Export Orientation

This paper will examine the case of Barbados and how it is strategically repositioning its economy towards export orientation by looking at its policies for culture and the cultural industries. Part I will examine very briefly the successes and challenges of Barbados after 40 years of Independence as a backdrop to understanding its current cultural policy in the framework of development. Part II will review the goals of the national strategic plan and the emanating cultural policy before an analysis of
the cultural exports, and their support mechanism in Part III.

На основі статистичних даних Світового Банку здійснено економетричний аналіз макроекономічних показників Німеччини та підтверджено реалізацію експортоорієнтованої стратегії економічного розвитку. Особливу увагу зосереджено на особливостях торговельної політики, ключових елементах та методах успішної реалізації експортоорієнтованої стратегії. Результати аналізу сучасного стану економіки держави та її інституційного середовище підтверджують ефективність реалізованої стратегії. Зокрема Німеччині притаманний високий рівень конкурентоспроможності та економічної свободи за результатами дослідження Світового Економічного Форуму та Heritage Foundation.  Ключові слова: Німеччина, експортоорієнтована стратегія, економічний розвиток, торговельна політика, інструменти, методи.

Despite the wide acceptance of the performance benefits of intangible assets, like knowledge, skills, expertise and networks on the overall firm performance, very little is known about the real impact of the intangible resources on firms' export orientation and export performance. This paper provides a conceptual framework for understanding the direct and indirect impact of intangible resources on the export orientation and subsequently exports performance of the small and medium sized enterprises (SMEs). This paper draws on contemporary internationalization theories such as resource based view, and dynamic capabilities perspective with the conventional internationalization theories such as the international stage theory in the background. This paper conceptualizes direct role of dynamic capabilities on a number of firm, and management related components, that have a direct or indirect impact on firms' export orientation and export performance. This provides a new direction for future scholars and practitioners of the field.

This study explores how supply network degree, closeness, and betweenness centralities affect firm performance, and the moderating effects of organizational reputation (measured by PageRank centrality) and export-orientation. The supply chain relationship empirical data are drawn from manufacturing and manufacturing service companies in Hong Kong, China. Social network analysis and moderated regression analysis were adopted to test the hypotheses for a sample of 814 focal firms with 3086 supply chain ties. The results indicate that in-degree and closeness centralities improve firm performance. Reputation is found to positively moderate the relationship between closeness and sales performance, but negatively moderates the relationship between betweenness and sales performance. Export-orientation has no effect on relationships. This study contributes to the literature by providing additional empirical evidence on the role of supply network position in firm performance. It also introduces PageRank centrality as a new measure of organizational reputation in a supply network.

This study examines strategic process and export entry choice of small and medium manufacturing firms in Nigeria. The data was collected from a survey of 72 small and medium-sized manufacturers in Nigeria. Data were analyzed using descriptive statistics, t-test, and Pearson's product moment correlation analysis. Results show that firms' strategic choice to enter the export market was associated with entrepreneurial orientation. Entrepreneurs with high export orientation were exporters and were more involved in the export market than entrepreneurs with low export orientation. Findings also revealed that the most common barriers hampering export development among the firms surveyed include resource constraints, knowledge barriers, corruption, lack of export assistance, and poor infrastructure.

Cultural industries are the industries that develop and commercialize content based on culture and heritage. These industries embrace all the cultural contents that include publishing, printing, arts, crafts, advertising, multimedia, films, audio-video, painting, and performing arts. More industries architecture, design, fashion industries etc., are embodied under the purview of cultural industries. Globalization opened up new opportunities for producers of cultural goods and services. Twenty first century's economic conundrum coupled with the advent of new technologies in the areas of media and communication, led to new enigmas for cultural industries. Immense growth in international tourism and service sector along with increased spending from the visiting tourists on procuring cultural goods/services and the increasing potential for commercialization of original contents opened up new opportunities for cultural industries in the international context. Potential to generate huge employment opportunities and environment-friendly sustainable development prompted many governments to accord top priority for cultural industries on the domestic front. Integration and sharing of traditional knowledge sought more cooperation among partners in the international summits. Jodhpur initiatives signals increased regional cooperation and world bodies UNESCO, WIPO, UNIDO etc., work in the direction of promotion of international cooperation in the field. Emerging economies of Asia, Africa, Latin America, UK and Western Europe with rich cultural heritage signify the development of cultural industries and their flourishment in the ensuing century. This book focuses on perspectives and experiences against the backdrop of changing economic priorities.

Most enterprises in the Association of Southeast Asian Nations (ASEAN) are micro and small enterprises. Few have aspirations to "dream big." From an economic perspective, high-growth firms provide many benefits. This empirical study explores both country-level contextual factors such as country competitiveness or innovativeness and individual-level factors associated with high-growth, such as an entrepreneur's market expansion plans, new product perceptions, export orientation and use of latest technologies. In this context, we investigate whether to "dream big" is associated with specific strategic intentions and which influencing factors hinder or foster aspirations to grow the business by more than 20 employees within five years while developing it into an established business. Utilising random sampling of data in six ASEAN countries, collected in the years 2013 to 2015 and comparing male to female entrepreneurs, the regression results of this empirical study show that although high growth-oriented entrepreneurs in both start-ups and established enterprises account for only 2.7% of all enterprises in this study, high-growth aspirations can only partially be sustained by early-stage entrepreneurs into the next business phase since it depends on several factors: (1) receiving funding (for both genders); (2) being export oriented (for male entrepreneurs); and (3) perceptions of having new products or services to offer to the market (for women entrepreneurs). Both genders are less prone to pursue their initial early-stage growth goals as established entrepreneurs. We infer that established entrepreneurs gain more clarity on the deployment of growth through Ulrike Guelich 148 implementation in the organisation while running their businesses and therefore may be more realistic in their predictions or less confident in their pursuit of ambitious goals.

This study examines strategic process and export entry choice of small and medium manufacturing firms in Nigeria. The data was collected from a survey of 72 small and medium-sized manufacturers in Nigeria. Data were analyzed using descriptive statistics, t-test, and Pearson's product moment correlation analysis. Results show that firms' strategic choice to enter the export market was associated with entrepreneurial