Emerging markets are experiencing immense institutional transformations, which present substantial opportunities and challenges for entrepreneurial firms attempting to grow their businesses. The main challenges arise from the fact that emerging markets are less productive, and uncertainty and risk are high due to less transparency. Consequently, dissimilar to their counterparts in developed markets, entrepreneurial firms in developing economies are characterised by limited internationalisation knowledge and process, which are pivotal for developing export marketing strategy effectively.

Building on insights from institutional theory and dynamic capabilities, this study investigates the relationships of cross-functional capabilities with export marketing strategy implementation and, ultimately, its influence on export performance. This study utilizes multiple-informant and time-lagged primary data from 218 exporting firms in Nigeria to contribute to an understanding of how export marketing capabilities can be implemented to drive export performance. The results suggest contrasting moderating effects of psychic distance and competitive intensity on the cross-functional capabilities to export marketing strategy implementation relationship. This research contributes to the international business and marketing literature by advancing the knowledge on marketing capabilities and strategy implementation, and highlights managerial implications for international business.

The organizational learning concept is used to develop the skill base of employees and create knowledge that can be used to improve the capability of an organization. The objective of this paper is to explain how the process of organizational learning, which is underpinned and reinforced by a specific organizational value system, produces interactive communication that incorporates information sharing, teamwork, individual learning and fosters the development of knowledge which ultimately results in the implementation of a marketing strategy. The research question we pose is: How can marketing managers use the organizational learning concept to improve the organization’s marketing performance? A qualitative research strategy, incorporating an open ended, structured questionnaire was used to obtain insights into how organizational learning supports the development of knowledge and the implementation of marketing strategy in three Korean companies in three separate industries. The research findings indicate that managers in the participating Korean companies embrace the strategic marketing concept, implement knowledge based marketing decisions, are committed to sharing information and are keen to adopt innovatory processes that result in change. In addition, they utilize the organizational learning concept to enhance the capability of the organization, ensure that individual learning is placed in the context of institutional learning, develop and implement innovative marketing strategies, and reinforce the strategic marketing planning process through interactive communication in order to achieve value creation.