Determinants of Export Performance in the Digital Age

Abstract

This thesis encompasses a dual-phase investigation into the dynamics of digitalization on export performance (EP), synthesizing insights from a meta-analysis and an empirical study to present an integrated research trajectory. Given that empirical findings on digitalization and EP have been inconclusive, the thesis includes a meta-analytic review to synthesize the empirical results reported in 106 independent samples involving 62,082 respondents across nearly 30 countries. Study 1 clarifies the direct impact of digitalization on EP by synthesizing previous research and testing this relationship empirically. Furthermore, it investigates digitalization types, contextual moderators, and method moderators affecting the impact of digitalization on EP. Study 1 finds (1) digitalization’s positive and significant effect on EP, (2) the impact of digitalization on EP is also subject to different moderators, including digitalization type (i.e., digital capabilities), contextual factors (i.e., institutions, export experience, development of the region, and industry), and method factors (i.e., back translation and strategy measurement).
Building upon the meta-analytic review, Study 2 employs longitudinal data from Chinese listed firms to clarify the effect of digital capital (DC) on export intensity. Firms may have the resources to invest in DC; however, these investments’ effectiveness in generating export gains may be hindered by the complexity of their diverse business activities and entrenched organizational structures. This study explore DC’s potential risks in international market in detailed. Findings indicate that (1) DC’s costs overshadow its benefits in improving export intensity, (2) DC can be materialized when the firm’s digital orientation is in place, and (3) DC further reduces export intensity when the informal institutional distance is great. The findings offer novel evidence on how DC helps achieve sustainable competitive advantages in global markets. Practically, the upfront costs and organizational integration challenges signify that the greater the value of the DC investment, the more arduous its realization; the advantages derived from DC can vary, contingent upon strategic orientation and the institutional differences between home and foreign markets.