Values are an essential element explaining a person's attitudes and behavior. Therefore, it is surprising that despite the number of studies that have examined the organizational and managerial factors affecting export performance, little research has investigated the possible impact of a manager's individual values on strategic choice and the export performance of the firm. To address this gap in the literature, the authors examine the impact of managers’ values on the firm's customer responsiveness and export performance. In addition, they examine the mediating role of customer responsiveness in the values–export performance linkage. The authors explore the empirical usefulness of the psychic distance construct by examining its direct link with export performance and the extent to which it moderates the relationship between individual values and export performance. Overall, the results suggest that managers’ values significantly influence strategic decisions and the export performance of the firm, highlighting the need for more research attention in this area.

Theory posits that export commitment is key to the effective implementation of resource-led strategy. The authors investigate the role of export commitment, considered a multidimensional construct, in linking export resources and capabilities to positional advantages achieved in foreign markets. They test their resource-based view assertions among a multi-industry sample of 150 Spanish exporters. The results show that experiential resources, specific export capabilities, and export market orientation (EMO) reinforce export commitment, which exerts a positive effect on perceived positional advantages. These perceptions also are likely to be positive if the firm adapts its marketing mix to the needs of its foreign markets. Moreover, the results show that EMO exerts a positive influence on marketing-mix adaptation. Resources linked to experience and informational knowledge about foreign markets foster the development of capabilities (i.e., specific export capabilities and/or EMO). Finally, the results indicate that specific export capabilities influence EMO. The authors conclude with a discussion of practical implications for facilitating export competitive strategy and success.

Purpose: Successful stimulation of employee engagement in pro-environmental behavior (PEB) at work can reduce organizational environmental footprint and boost its green performance. The aim of this paper is to investigate the individual factors that may promote such behavior at work, offering a complex model with mediating relationships not studied before.Design/methodology/approach: In this paper data was collected through a survey of 331 bank employees from different banks in Kazakhstan and Ecuador. Structural equation modeling was used to test the relationships between the different constructs.Findings: The results identified that environmental values and attitudes mediate the relationship between (1) personal environmental awareness and (2) environmental concern and employees' voluntary PEB at work. Harmonious environmental passion (HEP) mediates the relationship between environmental values and attitudes and employees' voluntary PEB at work.Practical implications: This study presents important organizational policymaking implications with regard to organizational greening. The importance of environmental awareness is underlined, guiding managers to offer environmental education and training to the employees with the aim of improving environmental knowledge that may lead to employees' voluntary PEB at work. Also, managers should work on enhancing HEP.Originality/value: Prior literature on this topic is still scarce. This research presents important contributions by discussing how individual antecedents may act as stimuli of employees' voluntary PEB at work in the context of the banking sector in two emerging countries that are often neglected by prior literature.

The current work has two main objectives. First, after building an integrated model, we analyze relations between managers' perceptions, orientations, behaviors, and attitudes toward exporting. Second, we examine whether these relations differ between groups of firms. The results confirm that organizational learning (evaluated using the relation past export performance-export proactivity-export market orientation) acts as an antecedent of both export commitment and adaptation of the marketing mix to the foreign markets. The findings indicate that the variables export commitment and marketing-mix adaptation determine perceived competitive advantages in the foreign markets, and these perceived competitive advantages condition managers' attitudes toward future exporting. The results also suggest the existence of two latent classes—proactive and conservative exporters—and the characteristics of these two distinct types of exporters are described.