Management orientation and export performance: the case of Norwegian ICT companies

Carl Arthur Solberg; Ulf H. Olsson

doi:10.1108/17465261011016540

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Baltic Journal of Management

ISSN: 1746-5265

Online from: 2006

Subject Area: Regional Management Studies

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Management orientation and export performance: the case of Norwegian ICT companies

Document Information:
Title:	Management orientation and export performance: the case of Norwegian ICT companies
Author(s):	Carl Arthur Solberg, (BI Norwegian School of Management, Oslo, Norway), Ulf H. Olsson, (BI Norwegian School of Management, Oslo, Norway)
Citation:	Carl Arthur Solberg, Ulf H. Olsson, (2010) "Management orientation and export performance: the case of Norwegian ICT companies", Baltic Journal of Management, Vol. 5 Iss: 1, pp.28 - 50
Keywords:	Communication technologies, Companies, Customer relations, Exports, Management strategy, Norway
Article type:	Research paper
DOI:	10.1108/17465261011016540 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Abstract:	Purpose – The purpose of this paper is to contrast three management orientations relevant for exporters: export, technology and customer orientations. The general hypothesis is that all orientations covariate positively with export performance. However, an alternative hypothesis regarding customer relations is propounded (negative impact on performance). Design/methodology/approach – Regression-based techniques are used. Findings – The results support the hypotheses that export performance increases with export commitment. Technology orientation correlates positively with export performance. On the other hand, the much venerated customer orientation shows negative correlation with export performance. Originality/value – This paper argues that customer orientation may turn into what might be called customer obsession, without due attention to cost consequences and strategic orientation. Also, too much customer orientation may lead the firm away from its ability to innovate, leaving the company behind its competitors in the longer term. The interaction between customer and technology orientation gave no effect.