英语原文共 14 页，剩余内容已隐藏，支付完成后下载完整资料
Author(s):Dave Crick and James Crick
Resource Management in Dyadic Competitive Rivalry: Journal of Strategic Marketing,2016Vol.24,No.2,77–89,http://dx.doi.org/10.1080/0965254X.2014.1001870
首次出口订单：重新审视营销创新
School of Marketing amp; International Business, Victoria University of Wellington, Wellington, New Zealand; School of Management, Massey University, Wellington, New Zealand
(Received 5 December 2014; accepted 15 December 2014)
惠灵顿维多利亚大学，新西兰惠灵顿市营销与国际商业学院;
马西大学管理学院，新西兰惠灵顿
（2014年12月5日收到; 2014年12月15日接收）
This study reports on an investigation into what lies behind a firmrsquo;s first export order and revisits the questions posed in the classic article by Simmonds and Smith [(1968). British Journal of Marketing, 2, 93 – 100]. It concentrates on risk/reward considerations in decision-making. Interviews were undertaken with owner/managers who were the key decision-makers in 10 newly internationalising UK start-up firms, that is, in their first year of operation, in order to avoid recollections in respect of hindsight. The findings highlight that a variety of factors can affect the decision of owner/managers in small firms to start their internationalisation path. Decisions are made in the context of perceived risk/reward considerations regarding exploiting various opportunities; for example, what are considered to be affordable losses against respective owner/ managerrsquo;s objectives and experience. The contribution of the study is that it employs an effectuation lens in respect of the first export decision.
Keywords: export; internationalisation; UK
这项研究报告调查了企业首次出口订单背后的原因，并重新审视了Simmonds和Smith [（1968年）的经典文章中提出的问题。 British Journal of Marketing，2,93-100]。它专注于决策中的风险/回报考虑因素。与10位新近国际化的英国初创企业的主要决策者 - 即运营的第一年 - 进行面谈，以避免事后回忆。调查结果强调，各种因素可能会影响小企业所有者/管理者开始其国际化道路的决策。决策是在考虑利用各种机会的风险/回报考虑因素的情况下作出的;例如，根据各自所有者/经理的目标和经验，哪些被认为是负担得起的损失。该研究的贡献在于，它在第一次出口决策时采用了效应透镜。
关键词：出口;国际化;联合王国
Introduction
The objective of this investigation is to revisit the questions asked in Simmonds and Smithrsquo;s (1968, p. 93) classic study regarding lsquo;what lies behind a firmrsquo;s first export order?rsquo; They highlighted the importance of knowing lsquo;who tends to be the moving force in commencing exportingrsquo;; additionally, lsquo;what motivates him (her)rsquo;, also lsquo;under what conditions is exporting likely to be adopted?rsquo; The paper revisits the topic discussed almost 50 years ago in the context of interviews with 10 owner/managers of internationalising UK firms in the first year of their firmrsquo;s start-up phase.
引言
本次调查的目的是重新审视Simmonds和Smith（1968，p。93）关于“公司第一次出口订单背后的原因”的经典研究中提出的问题，他们强调了知道“谁倾向于成为移动力的重要性”在开始出口#39;;另外，“什么激励他（她）”，还有“在什么样的条件下出口可能会被采纳？”这篇论文重新回顾了近50年前在10位英国企业国际化经营者/经理访谈中讨论的话题。他们公司的初创阶段的第一年。
When investigating the issue of what lies behind a firmrsquo;s first export order, care must be taken in assuming that exporting is the chosen outward mode of internationalisation as other entry modes are available to decision-makers (Bell, Crick, amp; Young, 2004; Jones, 1999). Furthermore, care should be taken with the use of terms such as lsquo;novicersquo; or lsquo;inexperiencedrsquo; in respect of decision-makers, since owner/managers or members of a small management team may have experience in prior employment-related roles before founding their own firm (Crick amp; Spence, 2005).
在研究企业首次出口订单背后的问题时，必须注意假定出口是国际化的外向模式，因为其他进入模式可供决策者使用（Bell，Crick，＆Young，2004; Jones ，1999）。此外，由于所有者/经理或小型管理团队的成员在创立他们之前可能在以前的与就业有关的角色方面有经验，因此应该谨慎使用诸如“新手”或“缺乏经验”自己的公司（Crick＆Spence，2005）。
Entrepreneurial acts can occur in larger firms as highlighted in the corporate entrepreneurship literature (Zahra amp; Garvis, 2000). However, smaller-sized enterprises with a typically more limited resource base in comparison to larger firms may experience particular difficulties in respect of what strategies can in reality be implemented by decision-makers (Miles, Gilmore, Harrigan, Lewis, amp; Sethna, 2014). Assuming funds are available, Carson, Cromie, McGowan, and Hill (1995) note the advantage of flexibility in addressing market opportunities given that layers of decision-making do not exist in small firms.
正如企业创业文献所强调的那样，企业家行为可能发生在大公司中（Zahra＆Garvis，2000）。然而，与大公司相比，资源基础通常较有限的小型企业在决策者实际可以实施哪些策略方面可能会遇到特殊困难（Miles，Gilmore，Harrigan，Lewis，＆Sethna，2014） 。假设有资金可用，Carson，Cromie，McGowan和Hill（1995）指出，考虑到小企业中不存在决策层，灵活处理市场机会的优势。
The term lsquo;owner/managersrsquo; is used purposely in this paper to account for the non-separation of ownership and control in the small firms under investigation, i.e. having an equity stake in addition to being the key decision-makers regarding issues in the first export decision.
本文有意使用“所有者/经理人”这个术语来说明被调查小公司的所有权和控制权不分离，即除了作为第一个问题的关键决策者之外还拥有股权出口决定。
The study draws upon the international entrepreneurship and marketing literature since decision-makers in the small-sized firms might adopt what could be viewed as an entrepreneurial perspective, i.e. identifying and exploiting opportunities internationally. Oviatt and McDougall (2005, p. 540) consider international entrepreneurship to be lsquo;the discovery, enactment, evaluation, and exploitation of opportunities – across national borders – to create future goods and servicesrsquo;.
该研究借鉴了国际企业家精神和市场营销文献，因为小型企业的决策者可能会采用可被视为企业家视角的方式，即在国际上识别和利用机会。Oviatt和McDougall（2005，p540）认为，国际企业家精神是#39;跨国界发现，制定，评估和利用机会 - 创造未来产品和服务#39;。
Studies such as Styles and Seymour (2006); Chandra, Styles, and Wilkinson (2009); and Sundqvist, Kylauml;heiko, Kuivalainen, and Cadogan (2012) provide a summary of classic perspectives shaping entrepreneurial practices. First, capitalising on market uncertainty (Knight, 1921); second, innovation or change via creative destruction in the market (Schumpeter, 1934); third, creativity and alertness to profit opportunities, e.g. exploiting market inefficiencies (Kirzner, 1973). More recently
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