A dissertation submitted in partial fulfillment Science ...

I

The Export Behaviour

located

of Smaller-sized firms

in the Greater

Manchester area:

by

Dafnis. N. Coudounaris

dissertation submitted in partial fulfillment of the nequirenents for the degree of Master of Science in International Business in the Faculty A

of

Technology

1984 I

{

CHAPTER VI

THE EXTERNALIZATION STAGES

THEORY

AND

BEHAVIOURAL THE EXTERNALIZATION STAGES

MOOEL

282

SUI4Í'4ARY

i

1¡ Chapter VI, ve develop the Externalization Stages Theory based upon our surve!'s emPirical findings on:

Éirst, the Business Characteristics of firms: Çecond, the Management Behaviour of firms; and fhird, the Opinions of managers in the Internationalization

stages.

ln addition \ue develop the Externalization

Stages Behavioural Model based

6¡ information provided by our Behavioural

ModeIs

BIr

BZ and 44.

?93

CHAPTER

T ou,ards

irms

-

VI

an evolutionar theor on the In ternation alization staqes theory The Ex rnaliza

rocess of

to conceptualize on the j-nternationFollouing several earLier attempts alternative theory to the alization process of firms, here ve offer an

is

based on an

lnternationalization stages theory. The proposed theory (input of 110 firms rvhich provided us ruith complete accumulated body of data calculations' questionnaires and therefore have been used in ccmputational

rest, 24 firms present research, in order to have been classified as Non-exporters). The rvell as to cope vith the cope Uith the enormous number of variables as

86

of the firms

have been

classified as Exporters

and the

from the limited computer space/capacity, disti-nguished the Non-exporters according to their repli.es fo leading questions and to specific Exporters

of the questionnnaire. In other vords, the researcher divided Internationalization stages of firms into tuto different divisions:

PARTS

The Non-exPortersr stages and

Due

the

The ExPorters' stages'

to the

same

limitations

to use the Opinions of

and obstacles

managers

the researcher has been forced

in the International-ization stages in

a

separate run.

Leaving aside the above timitations

'

\ue develop belovt

the theory of the

Externalization stages, utilizing:

(i) (

11)

(lrrJ

(ModeI The Non-exportersr stages behavioural, model The

Ba

Exporters' stages behavioural model (Model Bt)b

The opinions

(Model A4)c Chapter.

)

)"

and

in the Internationalization stages (See Footnotes for a, b, and c at the end of the

of

managers

284

The

x

transition rna rza

irical

from S

evidence

to the s nthesis of

the

s

fhe externalization activitY fishing in murkY uaters '

is

more

or less the same as the activity of

but in this particular caset our analogy Analogies are often misleading, difficutt it is to enqage in export'ing' serves a main purpose: to shour horv

fheaboveanalogyisexplainedasfollol¡s:Likethefishermanuhotriesto The fish is the fish, in the same u,ay the firm tries to generate business' business order, the fishing hook

is the decision

maker's entrepreneurial

spirit

represent the bait is ryhatever the firm can offer/supply. The murky uaters is harsh' lf the the international scene in business uhere the competition

and

bait is

enough and

the fishing hook sharp, then the fisherman uill catch a

bigfish.Clearly,inthissection,i.nanattempttodevelopourproposed empirical findinç externalization stages theory, rle rlill discuss our surveyts (see Sect'ion 6.2. belory); on first (i) Tne business characteristics of firms second(ii)Themanagementbehaviouroffirms(seesection6.J.belou)and stages (see third (iii) The opinions of managers in the internatíonalization section 6.4. belorY).

of firms as the It uould be appropriate, first of all, to make clear vhat ue consider the follorlíng business characteristics of firms' The researcher considers of the business four broad categories of characteristics as the determinants

6,2,

The business characteris tic s

characteristics of firms:

(i) the firm,s characteristics (ii) the firm,s characteristics

ryhether Non-exporter BEY0ND

or Exporter'

and DURING the

first export order

(for ExPorters' onIY)r (iii)tr¡efirm'scharacteristicsDURINGtheperiodAFTERthefirstexport order (for ExPortersr onlY)

and

285

characteristics ruhether Non-exporter or Exporter' (1V) the manager's ve discuss the above four broad categories of characteristícs: geLo'ú '

L)

The firmrs

(f982)

Czínkota

characteristi cs ulhether

Non -ex

I:

The

orter

inhismodeloflnternationalstages,classifiedfirmsunder

as indicated the folloruing eight stagesl

Fiqure

Ler or

in Figure I

beloul:

'Inter national St aqes bv Czinkota

Stage DescriPtion ComPletelY uninterested firm I PattiallY i'nterested firm ? ExPloring firm I ExPerimental exPorter 4 ' DisaPPointed exPort'er 5 TemPorarilY declining exPorter 6 ExPerienced small exPorLer 7 ExPerienced large exPorter B

leurc", å:i:l:É,''::i*,tÍåt5;rå,*ü:!i"È"1;å.Tãon"Ë1,,"r, L98Z' p' 48' Neur

York; Praeger Éublishers,

exportefr' (stage to czinkota (rgg2)2 th" stage of the "Disappointed in t'he five of his model) deals ulith firms u¡hich have engaged in exporting their export perhaps even exporting currently but are decreasing

According

past and are

is not found activities. An identicar stage to the "Disappointed exporter'r to the stage of in our survey (see Table 6.1. opposite). Houevert very close stages the ,'Disappointed exponter" is the stage eight of our Externalization ruhich deals rvith model¡ the'tDisappointed and declining exporter"

years).

but

are

in exporting in Èhe past and are currently exporting (urithin the next ttuo to decrease their export activities over time

have engaged

planning

firms that

¡¡t

r..-EÐr.b lÞ r¡E 4rrh ú.-.d.ba-Fr.ç

t

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br¡..búhuú .r ln ad¡-q d¡ ,E

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tu¡t{

rÈ úr d rb l¡F,. LE¡¡q-EFE¡ lttd ;ú-r&14

t!.

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l¡

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a-,

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f¡

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f¡

Í¡

fa

d

r¡Ú¡.I (. !.¡.

t

h l¡r.'. s.¡b¡r -.d¡ rb. !.u (0.1. ¡r- rl¡ ryl xr-¡ -¡É b srù¡-. FÉ¡4 (¡¡ r rb l¡.¡¡. lc.¡ .ru¡ fE ôt .l- !ù Gd¡ ro¡lù¡4 eq E Fñ19 (¡l t .h -rù'û llr¡ . lú.¡ .ú d¡ d- ù.úr- lr b .*ù -4óhtFrrÓ. a)b¡¡¡-brat

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tr-E

tr¡ Ia

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..t.. b r¡r¡ {1q..*r¡ Ê¡¡l¡.t¡ d rb Ftûl+ a rn.vo.l ¡1.. 9.1.¡¡.r. . th rd¡r ¡b. .r.ll r. l¡ h r¡.r d.

d

Í5

ol l¡.r.¡4

ldl. b tollD¡4 4..1d. þ .ry.| brÈ.. r. rodlÔ .Ò... .4r¡aú rydtb-EúE tu¡É. d d ¡q(nr .l8i

N Co

ú rb ar. E!

8A'

lb

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¡d

Í¡

l.r .

br*¡¡6

b rb

rF

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ibl

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d '¡)

tt_

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(i¡ '¡l

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287

the stage Six

of Czinkota's model, the "Temporarily declining exporterr',

urhich deals ruith

reduced the

firms that have exported ín the past, have currently

size of their export actÍvities and are planníng to increase

their activities again over timeJ, is Ídentical to the Stage Tuelve of our Externalization stages model, the "Successful concentrated exportertt (see fable 6.f.) uith the exception that the majority of firms of this stage:

-

in exporting in the past ' have currently reduced the size of their export activities' have a person or persons specificatly assigned to travel abroad in of foreign market opportunities for l-15 times a year and for \ ueeks at a timet have engaged

sea¡ch

t+

-

employ home sales expertst employ export sales

specialists and the percentage of the export sales

specialists to the total sales staff is less than

10,"ít

- make use of training courses for their export staff, and - in case of a serious export business problem, one ulhich seems to be insoluble u¡ithin the firmrs organization they rlould seek external consultancy advice but they ryould not look around for a partner.

It is vorth noting that the Stage Thirteen of our Externalization

stages

model, the "Successful saturated exporter" deals ruith firms uhich have

in exporting in the past, have currently reduced the size of their export activities, have no person or persons specifically assigned t,o travel abroad in search of foreign market opportunities for a number of ueeks at a tirne, do not make use of training courses for their export stage and in engaged

case of

a

seDious export business problem, one vhich seems

to be insoluble

ruithin the firmrs organizatior¡ they ruould seek external consultancy advice and urould look around

for a partner.

288

flrom analyses made by

that

managers

possessed

Cavusgil, Bilkey and Tesar OgTg)4, it

of firms vith

no experience

ruas revealed

- that is, non-exporting firms -

definite expectations regarding the effects of exporting' varying

from very favourable

to very unfavourable.

6.I. above, and Table 6.I8.rit is obvious that the majoríty of managers of firms ruith no experience in exporting, that is the firms of

From Table

Stages Tuo, Three and Four have

of our Externalization stages model (the firms

not tried exporting, see Table 6.1.) possess favourable to unfavourable

expectations regarding the effects

An AID

profile

of exporting (see TabIe 6.2. opposite).

ruhich vas made ofl exporting

firms (see Cavusgil, Bilkey

Tesar (L979)5 classifying them only according

to their

percentage

of

and

sales

exported, revealed firsÇ among other charaeteristics, the firms that exported

a large percentage of their total sales GZ.O per cent compared uith the

of B.B per cent) uas the characteristic that management had very favourable expectations regarding the effect of exporting on their firmrs grouth and secondramong other characteristicsrthe firms that exported sample average

a small percentage of their total sales, \uas the characteristic that ment had

less than very favourable expectations regarding the effect of

exporting on their firmrs grouth and that

for the security of their firmfs Bearing

in

managerlìent had

high aspirations

investment.

mind the above findings by Cavusgil,

Bilkey and Tesar, from

our Table 6.1. and Table 6.18. one can derive that the majority of

of firms

manage-

urhich are classiflied

in Stages

Seven and

stages model and exported a large percentage of

managers,

Eight of our Externalization

their total sales (the

of the firmts Èotal annual sales value accounted for by exports vas in the range of 3L-5O% duríng the period June 1982 -

approximate percentage

June

l9gl,

see Table 6,L.)rhave favourable expectations regarding the effect

OF THE MAJORITY THE qT-IE9TS OF EXPORTI!9

M'DEL THE FAVOURABLE AND UNFAVOURABLE-EXPECTATIONS-REGARDING roun 0F TiiË-ÊirEnñÁr-rznTl'N STAGES

TABLE 6.2-z

0F

MANAGERS

0F rT-nms"'or srÁcrs Tì^rô'Ãñó

reg ardíng the Favourable manaqement expectations effects of exPorting tage Degree of Staten¡ents agre ement or

disa I nt o f

t

te U'

v ou ado p the Po hat yo u a re an ln tern at 1 na ore 19n comPan v noth lng IS f \uor d ]the oad aI ren or abr Ie yo u must d an yo ur mar ke rket ma ger r Ia a to de aI I n and be an ec ono mlC and P ace

If

t

I

-

P

art o f

I

Statements

Agree

I

-

-

t

Exoort markets offer the

4

Stage

Degree of agreement d 1.S a

ee

I

t

soc I aI

V

2

reg arding the Unfavourable management expectations effects of exPorting

Regard

the local market as

beÉter than exPort markets in terms of higher return ãuiäin"ur" át lour"r cost and ruith Iess difficultY' [¡Je have atl the domestic business ue can handle and therefore ve are not

2

4

4

men

or

t

Agree

MiIdIY agree Disagree

Aqree

ãfþortunitY to extend

orãduction runs and thus maximise

Source:

Profits'

This information is

taken from Table 6'lB'

N) @

\o

29g

ofexPortingontheirfirm|sgrorlth.Inparticularthemajorityof |îanagersofstagesSevenandEightagleelliththestatement(seeTable ø.L8 -)

z

,,Exporting provides a u.K. firm ruith opportunibíes

for grovth"'

6grthermore,fromTable6.l.andTable6.tB.onecanderivethatthe classified in Stages six and Nine ¡ajority of managers, of firms vhich ane exported a smalÌ percentage of their of our Externalization stages model and the firm's total annual sales total sales (the approximate percentage of of for by exports t¡as in the range of L-59(' for the majority for the majority of firms of firms of stage six and in the range of 6-109á expectations regardinq the stage Nine, see Table 6.I.) have favourable

value àccounted

.

effectofexportingontheirfirm,sgrorlth.Inparticular,themajority of

managers

of stages six

(see Table and Nine agree urith the stagement

6.r8.): ,,Exporting provides a U'K' firm rvith opportunities

for

grotuth'r'

Inaddition,themajorityofmanagelsoffirmsryhichareclassifiedin StagesSixandNinehavetheopinionthatthesecurityofthefirm|s (see TabLe 6'L4) ' In other vords' investment is an objective of their firm Bilkey and Tesar 097Ð6 this f inding agrees r¡ith the finding of cavusgil, thatamongthecharacteristicsoffirmsthatexportedasmallpercentage the management has hiqh of their total sales is the characterisÈic that investment' aspirations for the security of their firmrs

CzinkotaGgsÐTarguedthatthefirmsofstagesFiveandSixofhismodel of exporting and its potential' since these could have unique PercePtions firms already have had experience

vith exporting but have encountered present export activities' situations that led to a decrease in their AccordingtoCzinkota,thesesituationsbroughtthefirmseithertoapath ofananticipatedcontinuingdec}ineofexportactíviliesfordisappointed

29r

exporters (the firms rvhich uere classified

in Stage Five of his model) or of anticipated future increases in export activities for temporarily declining exporters (the firms ruhich uere classified in Stage Six of his model). Additionally, Czinkota argued that due to these situations the firms classified in the Stages Five and Six of his model, may be substantially different firms in other

from

"t"g""8.

In Table 6.1. opposite,

rue

indicate the unique perceptions of exporting

its potential (as derived from Table 6.18.; page lS3) of the majority of managers of Stage Tr¡elve of our Externalization stages modelr the "Successful concentrated exporter" u¡hich is identical to Stage Six of and

CzÍnkotars model.

From Table

6.3.

one can reveal

that the majority of firms of Stage Tvelve'

the "SuccessfuL concentrated exporter" have unique perceptions of exporting

its potential and these perceptions are touards expected future increases in export acti.vities. This findi.ng agrees u¡ith Czinkotars argument that the firms of Stage Six of his model, the temporarily declining exporters' take the path of anticipated future increases in export activities9. and

It is useful

to give names to the stages of our Externalization stages behavioural model. (see Figure 2 ove¡leaf) to the extent of being able to compare our stages vit.h Bilkey and Tesar's stages of the export development vith the International stages of Czinkota's modelll. process of firmsl0 belour,

"nd

I

292

IABLI 6'32

OF THE THE UNIQUE PTRCEPTIONS OF EXPORTING AND ITS POTENTIAL THE TI]üELVE STAGE ''SUCCESSFUL OF MAJORITY OF MANAGERS

-

CONCENTRATED EXPORTER''

Degree of agreement of disagreement

Statenrents

of vierv.that you are nothing is company, an int.ernational or abroad - the ruorld is ioreign or alien to deal in learn you must vour ñarket and economic an be place and â l"tg"" market it. of and social Part There is a large potential market for our

If

you adopt the poi-nt

product(s) or ãervices in foreign countries' Export markets offer the opportunity to exiend production runs and thus maximise

profits.

Exporting offers significant opportunities for increased Profits. Exporting provides a U.K' firm urith opportunities for grovth. There ì-s ahuays the chance you may not ^get greater chance that after paid and "u"n "n älf tf'" time and effort the order uill go someulhere else

-

have all the domestic business u'e can handle and therefore we are not interested

Strongly agree Aqree

Agree Agree Agree

Agree

bJe

in exporting. It is unnecessary to think exports, because

the diverse and expanding U'K' domestic market provides us rttith ample marketing opportunities. If rve export rue rlill have to wait a long time for our money. Essentially exporting is not different from selling in the domestic market' Exporting is l-ess profitable than domesti'c sales.

Source:

The information

is

taken from TABLE 6'18'

Strqngly disagree

Disagree Disagree Disagree Disaqree

29t

The

Externalization SlaqelQeþavioural

Stage

Model

Description

1

Completely disappointed firm

?

Partially uninterested firm

t

Completely uninterested firm

4

Partially interested in exporting firm

5

Interested in exporting firm (but has failed)

6

Exploring exporter

7

Experimental exporter

I

Disappointed and declining exporter

9

Steady exporter

IO

Less successful exporter alert exporter

1I

Successful stagnant exporter

12

Succeesful concentrated exporter

L'

Successful saturated exporter

A iomparison betureen

or increasingly

the stages of Bilkey and Tesarrs model and the

of our Externalization stages behavioural model (see Table 6.4. overleaf) gives a clear picture to the readeg of the strengths and ìueaknesses of our model compared to Bilkey and Tesarrs model. stages

I

294

íABLI 6'4'z

BILKEY AND TESARIS MODEL AND THE STAGES OF THE EXTERNALIZAÏION STAGES BEHAVIOURAL

COMPARISON BETI^JEEN THE STAGES OF MODEL

Netu

Stage

Stage from Bilkey and ïesar Model

Description

I

NEt¡l

Completely di-sappointed firm

2

NEì/

ParLially uninterested

t

NEt^l

Completely uninterested

4

NE!ü

I (not found)

2 (not

Partially interested in exporting found)

Interested in exporting firm (but

5

NE!',

I (not found)

has failed)

6

4

Exploring exporter

7

NEt¡J

Experimental exporter

B

NEl/',

Di.sappointed and declining exporter

9

NEt¡J

Steady exporter

10

NEb.,

I1

5

Successful stagnant exporter

I2

6

Successful concentrated exporter

I3

NEI¡,

Successful saturated exporter

Source:

Less successful exporter alert exporter

or increasingly

Adapted from Bilkey, trlarren J. and Tesar, George: "The Export Behaviour of Smaller-Sized Wisconsin Manufacturing Firms'r Journal of Business Studies Spring/Summer 1977, pp. 9t-98.

Furthermore, a comparison betueen the stages

of Czinkotats

model and the

of our Externalization stages behaviouraL model (see Table 6.5. overleaf) reveals neu stages urhich may be of conparative advantage compared to

stages

the stages of Czinkotars

model.

295

1ABLE

6.5,

Neu

Stage

C0MPARISI0N BETI¡',EEN THE STAGES 0F CZINKOTATS M0DEL AND STAGES OF THE EXTERNALIZATION STAGES BEHAVIOURAL MODEL

z

THE

Description

Stage from Czinkotars model

I

NEI'J

Completely disappointed firm

2

NEI'J

Partially uninterested firm

I

(not found

)

7

NEt¡J

Completely uninterested firm

4

NE!'J

Partially interested in exporting firm

5

NEì,\'

2 (not

Interested in exporting firm (but has failed) foond )

6

3

Exploring exporter

7

4

Experimental exporter

B

NE!ú

9

5 (not

Disappointed and declining exporter found

)

Steady exporter

NEI¡J

6 (not

found

)

or increasingly

t0

NEtJ

Less successful exporter alert exporter

rt

7

Successful stagnant exporter

T2

B

Successful concentrated exporter

13

NEtr'/

Successful saturated exporter

Source:

Adapted from Czinkota, MichaeL R.: Export DeveloPment St-!9'.t-eilex: U.S. Promotion Policy. Neu York, Praeger PubLishers, 1982r PP. 49-5I.

In order to

compare

the stages of our Externalization stages behavioural

of Bitkey and Tesar's model and the stages of Czinkota's model, u¡e take into account the information provided by our Table 6.4. and Table 6.5. above, together rvith similar kinds of information indicated by

model, the stages

Czinkota (IggZ)IZ. This information

is illustrated in Figure 3 overleaf,

and eventually ure reach sound conclusions about

differences

among

the similarities

and

the above three efforts on the stages approach concept.

l"

296

A three faces

c

s

eso

z

amon the st s of the External ization eso BiIke and esar s and t

arJ.son

ES

kotars

model

Coudounaris

narls

Bilkey

and

Czinkota

Tesar

Sources: The information of triangle I is taken from Czinkota, Michael R.: Export Development Strategies: U.S. Promotion PoIicy, Neu York¡

Praeger Publishers 1982, p. 48 The information of trianqle 2 is taken from Czinkota, Michael R.: t Strate oes: U.S. Promotion Pol , Neu Yorkt ort Develo rs Praeger ub m varlous tables and r PP. discussion of the present dissertation. The information of triangle I is taken from Bilkey, t'larren J. and Tesar, George: "The Export Behaviour of Smaller-sized tr'lisconsin Manufacturing Firms" Journal of International Business Studies Ies and discussion m varlous Spring/Sunnet L977 r pp. 93- 9 an 5.5: Section of the present dissertation, i.e. see "Psychic distance" process behaviour. of the firm's - The sequential

2gl lrom the above Figure

3,

one can derive

the follouing:

lçsL, the Stages 0ne, Tuo, Three and Four of our Externliazation stages r,odel explain the Stage One of Bilkey and Tesarrs model and the Stage one of

Czínkotafs model.

Second, The gap betureen the Stages Tuo and Three model

is

of Bilkey

and Tesar's

explained by the Stage Five of our Externalization stages model.

fhird' the Stage Five of our Externalization

stages model

is not found

in Czinkotats stages model.

lg!!!.r the Stage Six of our Externalization stages model is similar to Stage Four of Bilkey and Tesar's model and to Stage Three of Czinkotars modeI.

Fifthr the gap betureen the Stages Four and Five of Bilkey and Tesarrs model is explained by the Stages Seven, Eight, Nine and Ten of our Externalization model-.

Sixth' the

Stages

Eight, Nine and Ten of our Externalization stages model

in Czinkotars model.. Houever, they explain the gap betveen the Stages Four and Seven of Czinkota's model. are not found

Seventh, the Stages Five and Six of Czinkota's model are not found in our Externalization stages model. Houever, the stages Eight, Nine and Ten of our Externalization stages model expJ.ain in a more detailed manner the gap betveen the Stages Four and Seven

of Czinkotats

model

rather than the

Stages

Five and Six of Czinkota's model do.

Eiqhth' the Stage Eight of our Externalization stages modeL explains the gap betureen the Stages Four and Five of Czinkota's model. The Stage Nine of our Externalization stages model explains the gap betryeen the Stages Five and Six

of Czinkota's model.

The Stage Ten

of our Externalization stages model

explains the gap betureen the Stages Six and Seven of Czinkota's model.

Ninth, the Stage Eleven of our Externalization stages modeL is similar the Stage Five of Bilkey and Tesarrs modeL and to the Stage Seven of Czinkotars model.

to

298

fenLhl

the Stage Tulelve of our Externalization stages model is similar to

Six of Bilkey and Tesarrs model and ¿¡e Stage and Czínkotats model,

û@,

to the Stage Eight of

the stage Thirteen of our Externrization stages moder is neither

in the stagesrhorizon of Bilkey and Tesarrs model nor in the stagesl of Czinkotars model.

íncluded norízon

riI

299

Czinkota, Michael R.: "Export Development Strate gies: U.S. Promotions Po

,l

1 I+

I icy

",

Neur Yor k

:

P

r ae ger-P

uEfIs h-erÐ

1-98-2

;l

.

tlB'----

'f,bíd, p,46

Ibid,

p.46

Cavusgil, S. Tamer, Bilkey, lrlarren J. and Tesar, George: "A note

on

,'ð3:i:;i,Hili'Ëi,,%il*#, ), P.e4 6

Ibid, Ibid,

7

Czinkota, Michael R.:0p.

5

p.94 p.94

cit.,

I

Ibid, Ibid,

10

Bilkeyr

11

Czinkota, Michael R.: 0p.

T2

Ibid,

I

p.46

p.46 p.46

J.

and Tesar, George: rrThe export behaviour of Smallersized lrlisconsin manufacturing firmstt Journal of International Business Studies, Spring,/Summer, 1977 (pp. 9t-9 lnlarren

p.48

cit,,

p.48