Descriptive statistics results

After the profiles of the sample were examined, the descriptive statistics of the measures of the constructs were computed. The data were inspected using measures of central tendency (i.e., mean) and dispersion (i.e., standard deviation, skewness, and kurtosis). Both skewness and kurstosis were examined to investigate normality of items. The skewness score was used to assess the degree of symmetry of a probability distribution, while kurstosis score was used to assess the thinness of tails of a probability distribution (Park, 2008). Acceptable scores of skewness and kurstosis demonstrating whether the distribution of each item departed from a normal distribution range is ±2 (DeVellis, 1991).

As mentioned in Chapter Four (Section 4.3.3.4), seven constructs were measured in this study. The descriptive statistics are presented for each item of each construct. Table 5.2 presents the descriptive statistics (mean, standard deviation, skewness, and kurtosis) of items related to exploitative marketing capability (EXIMC1 to EXIMC8), exploratory marketing capability (EXRMC1 to EXRMC8), exploratory product innovation capability (EXIPIC1 to EXIPIC3), exploratory product innovation capability (EXRPIC1 to EXRPIC3), management innovation capability (MGTC1 to MGT4), technological innovation capability (TECH1 to TECH4), and export venture performance (MP1 to MP3 and FP1 to FP3).

Exploitative marketing capability and exploratory marketing capability were measured using 8 items for each construct. The results of the descriptive statistics of all items pertaining to exploitative marketing capability (EXIMC1 to EXIMC8) and exploratory marketing capability (EXRMC1 to EXRMC8) show that the mean scores ranged from 4.95 to 5.82 and standard deviations ranged from 1.34 to 1.57. Table 5.2 also shows the scores on skewness ranged between -0.23 and -0.93 and kurtosis between -0.10 and -1.02.

Exploitative product innovation capability and exploratory product innovation capability were measured using 3 items for each construct. The results of the descriptive statistics of exploitative product innovation capability (EXIPIC1 to EXIPIC3) and exploratory product innovation capability (EXRPIC1 to EXRPIC3) show that the mean scores ranged from 5.18 to 5.68 and standard deviations ranged from 1.24 to 1.57. Table 5.2 also presented the scores on skewness between -0.32 and -0.99 and kurtosis between 0.08 and -1.19 of the 6 items.

Management innovation capability and technological innovation capability were measured using 4 items for each construct. The results of the descriptive statistics of management innovation capability (MGTC1 to MGT4) and technological innovation capability (TECH1 to TECH4) show that the mean scores ranged from 5.18 to 5.68 and standard deviations ranged from 1.24 to 1.57. Table 5.2 also presented the scores on skewness between -0.23 and -0.93 and kurtosis between 0.08 and -1.19 of the 8 items.

Export venture performance was measured using 3 items for each construct (market performance and financial performance). The results of the descriptive statistics of market performance (MP1 to MP3) and financial performance (FP1 to FP3) show that the mean scores ranged from 5.36 to 6.55 and standard deviations ranged from 0.95 to 1.21. Table 5.2 also presented the scores on skewness between -0.60 and - 2.92 and kurtosis between -0.46 and 9.61 of the 6 items.

In conclusion, Table 5.2 provides the descriptive statistic results of all items of the focal constructs. Overall, the results indicate that all items demonstrated normality as evidenced by scores on skewness and kurtosis within the acceptable range of -2.00 and 2.00 (DeVellis, 1991).

Table 5.2: Descriptive statistics results

Key Constructs Mean SD Skewness Kurtosis

Exploitative marketing capability Marketing mix-based work routines

EXIMC1 …improved the efficiency/effectiveness of our current (i.e., well established, historical) pricing systems and processes for the product.

5.70 1.37 -0.83 -0.29

EXIMC2 …improved the efficiency/effectiveness of our current (i.e., well established, historical) distribution channels for the product.

5.37 1.46 -0.44 -0.93

EXIMC3 …improved the efficiency/effectiveness of our current (i.e., well established, historical) marketing communications (e.g., advertising program, public relations system, promotion program and sales promotion program) processes for the product.

5.51 1.52 -0.73 -0.44

Marketing planning

EXIMC4 …improved the efficiency/effectiveness of our current (i.e., well established, historical) marketing research procedures for the product.

5.68 1.36 -0.68 -0.84

EXIMC5 …improved the efficiency/effectiveness of our current (i.e., well established, historical) selling systems (i.e.,

procedures or methods) for the product.

5.45 1.45 -0.81 -0.19

EXIMC6 …improved the efficiency/effectiveness of our current (i.e., well established, historical) customer relationships management (i.e., management of customer relations, relationship building) for the product.

5.68 1.36 -0.68 -0.84

Marketing implementation

EXIMC7 …improved the efficiency/effectiveness of our current (i.e., well established, historical) marketing strategy (e.g., allocation of resources, monitored performance and planning).

4.95 1.50 -0.23 -1.02

EXIMC8 …improved the efficiency/effectiveness of our current (i.e., well established, historical) market segmentation

approaches for the product.

5.70 1.44 -0.93 0.10

Exploratory marketing capability Marketing mix-based work routines

EXRMC1 …established new pricing systems and procedures (i.e., pricing approaches, pricing strategy, etc.) for the product.

5.82 1.29 -0.91 -0.03 EXRMC2 …established new distribution channel procedures for the

product.

5.30 1.57 -0.56 -0.73 EXRMC3 …established new marketing communication processes

(e.g., advertising program, public relations system, promotion program and sales promotion program) for the product.

5.68 1.46 -0.89 -0.30

Marketing planning

EXRMC4 …established new marketing research procedures (i.e., new market research; information gathering techniques; approaches or methods) for the product.

5.26 1.54 -0.64 -0.34

EXRMC5 …established new selling system(s) (i.e., approaches, procedures or methods) for the product.

5.37 1.34 -0.68 -0.20 EXRMC6 …established new customer relationships management

methods (i.e., management of customer relations, relationship building) for the product.

5.29 1.36 -0.40 -0.82

Marketing implementation

EXRMC7 …established new marketing strategies (e.g., allocated appropriate resources, monitored the performance and planning) for the product.

5.15 1.45 -0.59 -0.10

EXRMC8 …established new market segmentation approaches (i.e., segmenting by customer type, structuring market or positioning the product in its own segment criteria) for the product.

5.35 1.44 -0.63 -0.56

Table 5.2: Descriptive statistics results (Continued)

Constructs Mean SD Skewness Kurtosis

Exploitative product innovation capability

EXIPIC1 … improved the efficiency/effectiveness of our current product development skills and processes for the product.

5.29 1.57 -0.36 -1.19 EXIPIC2 … improved the efficiency/effectiveness of our current

skills for staff who undertake R&D (i.e., staffing R&D, training and development of R&D and engineering personnel) for the product.

5.68 1.34 -0.79 -0.33

EXIPIC3 … improved the efficiency/effectiveness of our current R&D approaches for the product development.

5.56 1.56 -0.99 0.08

Exploratory product innovation capability

EXRPIC1 … established new product development skills and processes for the product.

5.27 1.40 -0.70 -0.16 EXRPIC2 … established new skills for staff within the R&D (i.e.,

staffing R&D, training and development of R&D, and engineering personnel) for the product.

5.23 1.42 -0.51 -0.61

EXRPIC3 … established new R&D product development approaches for the product.

5.36 1.37 -0.60 -0.25

Management innovation capability

MGT1 …developed and implemented new management practices (e.g., acquiring and applying new knowledge).

5.69 1.29 -1.03 1.08 MGT2 …developed and implemented new approaches to product

planning and budgeting (e.g., coordinating activities for new product development project).

5.20 1.44 -0.40 -0.83

MGT3 …developed and implemented new approaches to management improvement (e.g., via quality management, re-engineering).

5.57 1.43 -0.82 -0.33

MGT4 …developed and implemented new approaches to management processes (e.g. new job description, establishing new teams).

5.88 1.32 -1.19 0.60

Technological innovation capability

TECH1 …used new information technology systems for new product development projects.

6.04 1.15 -1.62 3.36 TECH2 …used new information technology systems for facilitating

the creation of knowledge about technology.

5.40 1.24 -0.48 -0.37 TECH3 …used new information technology systems for facilitating

market knowledge creation.

5.23 1.41 -0.47 -0.62 TECH4 …used new information technology systems for external

communication (e.g., suppliers, customers, channel members, etc.).

5.48 1.32 -0.66 -0.44

Export venture performance Market performance

MP1 Market share objectives were met. 6.45 0.65 -1.16 1.98 MP2 Major customer retention objectives were met. 6.12 0.77 -0.61 0.05 MP3 Customer satisfaction objectives were met. 6.27 0.74 -0.84 0.48

Financial performance

FP1 Profit margin objectives were met. 5.71 0.86 -0.21 -0.66 FP2 Return on sales objectives were met. 6.43 0.90 -1.48 1.10 FP3 ROI/IRR goals were met. 5.91 0.98 -0.39 -0.96