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Spontaneity and International Marketing Performance

Souchon, A.; Hughes, P.; Farrell, A.M.; Nemkova, E.; Oliveira, J.

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Authors

A. Souchon

P. Hughes

A.M. Farrell

E. Nemkova

J. Oliveira



Abstract

Purpose The purpose of this paper is to ascertain how today’s international marketers can perform better on the global scene by harnessing spontaneity. Design/methodology/approach We draw on contingency theory to develop a model of the spontaneity–international marketing performance relationship, and identify three potential moderators, namely strategic planning, centralization, and market dynamism. We test the model via structural equation modeling with survey data from 197 UK exporters. Findings The results indicate that spontaneity is beneficial to exporters in terms of enhancing profit performance. In addition, greater centralization and strategic planning strengthen the positive effects of spontaneity. However, market dynamism mitigates the positive effect of spontaneity on export performance (when customer needs are volatile, spontaneous decisions do not function as well in terms of ensuring success). Practical implications Learning to be spontaneous when making export decisions appears to result in favorable outcomes for the export function. To harness spontaneity, export managers should look to develop company heuristics (increase centralization and strategic planning). Finally, if operating in dynamic export market environments, the role of spontaneity is weaker, so more conventional decision-making approaches should be adopted. Originality/value The international marketing environment typically requires decisions to be flexible and fast. In this context, spontaneity could enable accelerated and responsive decision-making, allowing international marketers to realize superior performance. Yet, there is a lack of research on decision-making spontaneity and its potential for international marketing performance enhancement.

Citation

Souchon, A., Hughes, P., Farrell, A., Nemkova, E., & Oliveira, J. (2016). Spontaneity and International Marketing Performance. International Marketing Review, 33(5), 671-690. https://doi.org/10.1108/imr-06-2014-0199

Journal Article Type Article
Acceptance Date Mar 20, 2016
Online Publication Date Jul 28, 2016
Publication Date Sep 12, 2016
Deposit Date Mar 22, 2016
Publicly Available Date Mar 29, 2024
Journal International Marketing Review
Print ISSN 0265-1335
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 33
Issue 5
Pages 671-690
DOI https://doi.org/10.1108/imr-06-2014-0199
Public URL https://durham-repository.worktribe.com/output/1416019

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Copyright Statement
This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/18030/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.




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