sustainability

Article
Foreign Market Adaptation and Performance:
The Role of Institutional Distance and
Organizational Capabilities
Mariola Ciszewska-Mlinarič 1 and Piotr Trapczy
˛ ński 2, *
1 Department of Strategy, Kozminski University, ul. Jagiellońska 57/59, 03-301 Warszawa, Poland;
[email protected]
2 Department of International Competitiveness, Poznań University of Economics and Business,
Al. Niepodległości 10, 61-875 Poznań, Poland
* Correspondence: [email protected]; Tel.: +48-61-854-3554




Received: 15 February 2019; Accepted: 18 March 2019; Published: 25 March 2019


Abstract: The role and significance of adaptation versus standardization for performance in foreign
markets has stirred some important debates among the academic community. In this paper, we aim
to contribute to the ongoing debate by applying the logic of institutional theory and organizational
capabilities to reconsider the relationship between adaptation and foreign market performance.
In particular, we argue based on extant theory and our own mixed-method study that while more
accentuated differences in the institutional environment reinforce the role of adaptation in achieving
legitimacy, the possession of relational and technological capabilities can reduce the relevance of
adaptation. The empirical study is based on a sample of 284 firms in the quantitative study and
eight firms in the qualitative study. Our findings reveal that adaptation is positively associated
with performance in foreign markets. This relationship is also positively moderated by institutional
distance, and negatively moderated by relational and technological capabilities.

Keywords: strategy adaptation; foreign market performance; organizational capabilities;

institutional distance

1. Introduction
Foreign market strategy adaptation has been discussed as one of the key decisions in foreign
market entry [1]. Among these strategic aspects, Theodosiou and Leonidou [2] indicated that research
has particularly concentrated on whether firms, irrespective of the foreign market entry mode chosen,
should standardize or adapt their marketing strategy in overseas markets to ensure the sustainability
of international operations [3]. However, research has shown no consistent support for factors leading
either to one or another strategic alternative, nor for their overall consequences [4]. By far, the most
significant number of studies pertaining to international marketing strategy have found that the
psychic distance (PD) between the home and host countries increases the extent to which firms adapt
their offer [5]. The decisions on strategy choices in foreign markets are very crucial for the sustainable
success of the international operations of the firm, which is not guaranteed in light of frequent failures.
However, while extant studies have referred to a plethora of theoretical frameworks to establish a
list of antecedents to adaptation and its performance outcomes, most of which rely on international
marketing approaches, only a few of them have actually departed from a theoretically justified need
for adaptation.
We argue that institutional theory and its attention to achieving legitimacy toward the foreign
market environment can be a promising ground to explain the relationship between adaptation and
its performance outcomes, as well as other variables affecting this relationship. Researchers using

Sustainability 2019, 11, 1793; doi:10.3390/su11061793 www.mdpi.com/journal/sustainability

Sustainability 2019, 11, 1793 2 of 19

institutional theory to explore foreign market expansion have inter alia focused on the process of
attaining legitimacy by foreign subsidiaries vis-à-vis their parents and the host-country environment [6],
host-country selection, and the choice of market entry strategies [7] or affiliate staffing [8]. To a much
larger extent, the logic of the institutional theory has been applied to factors increasing legitimacy in a
foreign market and reducing the liability of foreignness, such as through strategy adaptation [9,10].
Moreover, recent research following the standardization/adaptation–performance paradigm has
mainly remained focused on multinational corporations (MNCs) and their subsidiaries, or business
units [11,12], but little attention has been paid to exporting firms [13,14].
Accordingly, we propose to view the adaptation–performance relationship in a contingency
framework, and we ask two fundamental questions. Under what external conditions is an adaptation
strategy particularly beneficial for achieving legitimacy and this higher performance in foreign markets?
Can the role of foreign market adaptation be substituted by the possession of other organizational
capabilities that help attain legitimacy?
Therefore, we contribute to the inconclusive academic debate on the performance outcomes of
adaptation by studying situational influences. Our study broadens the analysis of the relationship
existing between predictor and criterion variables with the moderators “leads to richer theoretical
models with which researchers are able to explain or specify relationships with greater accuracy” [15].
We examine these questions on a sample of firms from Poland, which may be considered as a mid-range
emerging economy [16]. This mid-range character of an economy results in a balanced distribution
of host countries of firms from such countries in markets that can economically and institutionally
be both more and less developed than the home country. As a consequence, the international market
portfolios of such firms embrace both advanced countries and emerging economies, hence enabling a
high level of variation in the institutional profiles of the host countries of the firms under study.

2. Conceptual Overview and Hypotheses Development

2.1. Institutional Theory and Foreign Market Adaptation

Institutions constitute the rules of the game in a society, thus posing a structure that sets
boundaries to human decisions and hence reduces uncertainty [17]. Institutions can be divided
into formal and informal ones [17]. Formal institutions feature regulations, written rules, policies,
or contracts. Conversely, informal institutions pertain to socially sanctioned norms of behavior,
which are embedded in culture and ideology. Thus, in situations where formal institutions are
imperfect, informal institutions can turn out to be complementary, and provide reference points
governing business activities [17]. In a similar vein, Scott [18] distinguished three types of institutions.
The regulative type pertains to formal laws and policies, thus bearing resemblance with North’s [17]
formal institutions. The normative type refers to values, which are norms that define what types of
behaviors are acceptable, preferable, or desirable, as well as which means can be used to attain certain
objectives. The cultural–cognitive dimension of institutions includes the beliefs that are predominant
in a certain society [18]. Some scholars, including Kostova [19] and Busenitz et al. [20], have built on
Scott’s classification to construct country institutional profiles, whose understanding is important for
international entrepreneurship.
Furthermore, institutions may also be split into internal and external ones, both of which can have
a bearing upon corporate behavior [21]. The first category includes regulatory structures, laws, courts,
interest groups, or public opinion in general. The second one concentrates upon certain internalized
practices or behavior patterns that are typical to some organizations.
An important, sociologically oriented strand of institutional theory addresses the issue of attaining
legitimacy in foreign markets. Thus, companies introduce processes, structures, and strategies that
allow them to live up to the pressures stemming from their environment [22]. As a result of this
process, behavior patterns that are deemed to be inconsistent with the predominant values and norms
in a certain foreign market are eliminated, thus leading to an equalization of tactics used by firms
Sustainability 2019, 11, 1793 3 of 19

within one market [21]. This is because managers make rational decisions in a certain institutional
setting [23]. Normative rationality, as opposed to purely economic rationality, explicitly posits that
managers in their decisions are constrained by the normative context and the resulting inertia of past
decisions [24]. Where economic rationality aims to enhance performance, normative rationality takes
into account the social context of decisions, and thus places legitimacy in a given environment as the
key objective [25].
Normative rationality leads to the so-called isomorphism, which results from a number of
mechanisms [26]. Firstly, coercive isomorphism stems from expectations toward firms formulated by
other entities on which they depend, as well as from culturally determined pressures [26]. In particular,
differences in regulatory environments across markets may require changes in corporate structure
and strategy. Secondly, in order to reduce uncertainty, organizations may mimic some similar entities
that are seen as particularly effective, which is a phenomenon called mimetic isomorphism. However,
the predominance of particular organizational structures and processes can be arguably associated
to a larger extent with the mere tendency to imitate other organizations, rather than any tangible
proof that such structures, processes, or strategies are superior and lead to improved performance.
Further, isomorphism in organizations can also stem from professionalization as firms conform to
written and unwritten norms. These can be related to the perceived status of formal education and
specialized knowledge, as well as the growth and ubiquity of professional networks that diffuse certain
managerial models.
Scholars supporting standardization in foreign market strategy posit that the companies may
enhance performance in international operations by saving costs, owing to the use of similar strategies
across borders [27]. Thereby, companies can ensure a high level of consistency in international
markets [28]. And yet, Theodosiou and Katsikeas [29] argued that the level of standardization in
pricing strategies is contingent upon the extent to which markets are similar. Chung and Wang [30]
suggested that with increasing divergencies in customer characteristics between the home and host
countries, the likelihood of using an adapted pricing strategy increases.
Indeed, Brouthers et al. [31] showed that adjustments in competitive strategy to particular
geographic areas result in higher satisfaction with export performance. In fact, the adaptation of market
strategies helps reduce the liability of foreignness and improve pragmatic legitimacy [32,33]. Moreover,
the adoption of standardized international business routines and unwillingness to adapt products and
marketing practices to local markets seem to be associated with a low learning engagement [9].
These theoretical arguments can be supported with evidence from our qualitative study (see the
Methods section for more details of the sample). Company 1, one of the leading Central and Eastern
European (CEE) furniture producers with a strong international acquisition track record, regards
adaptation as a critical prerequisite of international sales growth. In fact, different markets have
divergent distribution models, which makes some solutions work (such as direct distribution or sales
through local distribution partners) in one country, but not others. Hence, to establish legitimacy in
Germany, for instance, it is essential to cooperate with a German reseller. For Company 2, a leading
Polish door and lock producer, is a hallmark example of a heterogeneous market, since although there
is a relatively homogenous European market for some window-related products, the door and lock
segment is extremely heterogenous, making dedicated products for individual markets not an option,
but a necessity. “There is no such product as a ‘European door’. The Englishmen want a mail slot in
the door” [Company 2]. For Company 3, a metal part producer and plastic processing specialist, the
existence of differences in required certifications across countries incited a learning process whereby
the company signals to prospect clients the diversity of certifications to which it conforms. This
approach appears to be essential to secure legitimacy as a trustworthy producer, particularly given
that it comes from a mid-range economy.
Hence, summarizing the conceptual development up to here, we propose that:

Hypothesis 1 (H1). Foreign market adaptation positively affects foreign market performance.
Sustainability 2019, 11, 1793 4 of 19

In line with the above logic of the legitimacy-related strand of institutional theorizing, we argue
that the greater the institutional distance between the home country of a multinational enterprise
(MNE) and a particular host country, the greater the challenge that an MNE subunit will face in
establishing and maintaining its legitimacy in that host country [6]. More pronounced differences in
institutional environments can cause higher operating costs; hence, adaptation to local conditions and
the achievement of a higher level of legitimacy can have a higher bearing in markets that are more
different [34]. In markets that are similar in terms of business environments, it is more reasonable
from the viewpoint of foreign market performance to standardize the different dimensions of foreign
market strategy in order to reap the benefits of scale [27]. The role of adapting to a foreign market
increases with the institutional differences as opposed to the country of origin, whether the foreign
market is institutionally more or less developed.
On the one hand, markets at a high level of institutional development exert a pressure on firms
to deliver innovative products and enhance their capabilities to keep up to date with the shortened
lifecycles and changing expectations of consumers [35,36]. Meanwhile, the capabilities of firms from
less developed economies originate from factors such as production efficiency, operating flexibility,
or the ability to learn quickly [37]. Hence, new entrants need to catch up and enhance their skills
sufficiently rapidly [38,39]. They also have to adjust to be able to cope with the higher level of
formalization in capital and labor markets and adapt their organizational practices accordingly [40].
In more developed economies, business deals rely to a larger extent on formalized arrangements rather
than mere relationship-based tactics, which are the comfort zone of firms from emerging markets [41].
Hence, particularly firms stemming from less developed markets need to adjust their cost effectiveness
orientation to more demanding countries [42].
Conversely, if the institutional distance increases due to institutional underdevelopment as
opposed to the country of origin, firms may reap benefits from delivering cheaper products in home
markets, which do not necessitate significant investments in order to live up to the expectations of
buyers with still limited purchasing power [34,43–45]. However, competition may be to an even larger
extent based on cost efficiency and warranty conditions [43]. Firms can thereby benefit from less
regulated markets (particularly capital and labor), as they already have vast experience working in
such conditions [46]. In this context, adjusting to the demand structure in less developed markets may
be a crucial source of competitive advantage.
Furthermore, institutional differences can be broken down into formal and informal ones [17].
Along this conceptual distinction, evidence from our qualitative sample points to increasing informal
and formal differences as a factor that reinforces the need for adaptation. For Company 4, a leading
CEE manufacturer of test and measurement devices from Poland, “there are habits and unwritten
norms in Australia that wires should be white. In Europe, on the contrary, they are yellow, red,
and blue. You can skip adaptation and sell according to the law, and it is not a problem, but the cost of
adaptation is relatively low, while the acceptance of the product on the part of the client increases”
[Company 4]. In the words of the management team, “you have to make a client feel that the product
was designed for him” [Company 4].
On the other hand, the increasing formal institutional differences that are related, most notably,
to technological standards and requirements, make adaptation a necessity to sell successfully by
demonstrating a higher level of compliance. For Company 2, the need for adaptation also increases
with the divergence of informal and formal institutional aspects. For instance, with regard to doors for
Russian clients, the product “must have looks. They like everything in a rich fashion” [Company 2].
Conversely, as far as the formal dimension goes, “doors are too difficult a product to be offered in
distribution across the whole of Europe, due to divergent standards. Also, the sizes of doors differ
in each country. In Germany, they are slightly lower, and slightly broader. In France, they are visibly
higher” [Company 2].
Thus, we account for the moderating effect of institutional distance on the need and benefit of
adaptation to the foreign market:
Sustainability 2019, 11, 1793 5 of 19

Hypothesis 2 (H2). The positive relationship between foreign market adaptation and foreign market performance
is moderated by institutional distance, such that the relationship is stronger in the case of firms that operate in
more institutionally distant markets.

2.2. The Moderating Effects of Organizational Capabilities in Legitimacy Building

The notion that organizational capabilities matter for firm performance, as they are building
blocks for sustainable competitive advantage, is one of central assumptions of the resource-based view
(RBV) [46,47]. In early works, the concept of resources embraced both assets and capabilities, as well
as “organizational processes, firm attributes, information, knowledge, etc., controlled by a firm” [46].
However, several authors questioned the logic of such a broad definition of resources. For instance,
Mahoney and Pandian [48] claimed that “a firm may achieve rents not because it has better resources,
but rather the firm’s distinctive competence involves making better use of its resources”. Further,
an important delineation between resources and capabilities was offered by Amit and Schoemaker [49],
who defined resources as assets that are owned or controlled by a firm (i.e., what we have) and
capabilities (i.e., how we employ it) as a firm-specific organizational process reflecting its ability
to deploy and combine resources in order “to effect a desired end” [49]. In the view of Collis [50],
capabilities refer to firms’ ability to convert inputs into outputs. Later, several scholars promoted a
more dynamic view on firm capabilities to develop a deeper understanding of the process underlining
the resource development, deployment, and orchestration, and ultimately leading to value creation
and capture in rapidly changing environments. Teece et al. are among the key contributors to the
dynamic capabilities view (DCV) [51]; in their definition, a firm’s dynamic capability refers to its
“ability to integrate, build, and reconfigure internal and external competences to address rapidly
changing environments” [51]. While it was argued in the preceding sections that adaptation is crucial
for establishing legitimacy in a foreign market, there can be further mechanisms of reducing pressures
from the local environment, relying on the possession of certain organizational capabilities [52].
As it has been outlined, organizational capabilities pertain to a number of aspects. In the literature
on international business and international entrepreneurship, one can note that different types of
resources and capabilities matter for international operations [53,54]. On the one hand, particularly for
smaller companies, it is crucial to build networks in foreign markets to overcome entry barriers. On the
other hand, one of the cornerstones of international business theory is the possession of intangible
assets as a foundation for international competitiveness [55–57].
The first category draws from the network approach, whereby Johanson and Vahlne [58] argued
that it is foreign market relationships that may alleviate what they refer to as the liability of outsidership.
In fact, “export management is basically a process of managing relationships with foreign customers,
as well as other parties operating inside or outside the company’s supply chain” [59]. Host country
partners and networks can enable exporters to access the market, and they enhance the exporter’s
market knowledge [60]. Indeed, to increase its export performance, an exporter needs to be able to
incorporate this market knowledge into his business model [61].
However, the possession of a local partner also has a signaling effect to the local environment that
reduces the liability of foreignness, e.g., through offsetting regulatory requirements [60–62]. In fact,
foreign partners can take over some of the necessary adaptation burden due to a more intimate
knowledge of his market. Moreover, Lumpkin and Dess [15] observed that firms with a more proactive
orientation that operated in dynamic environments achieved higher performance in terms of sales
growth and profitability. Doing business in an unstable capital market at home has also demonstrated
to firms from emerging markets that access to capital is limited or at unfavorable conditions. Hence,
firms find out how to use non-market strategy techniques such as, e.g., developing relationships with
the public sector [62–64]. Such skills can be readily transferred to and profited from in foreign markets
with similar informal economy voids [61].
Sustainability 2019, 11, 1793 6 of 19

These conceptual arguments find support in case-based evidence from our project. Company 5,
one of the leading bus and tram producers in Europe, uses cooperation with foreign clients to derive
sources of final product adjustments. For instance, in one of the public tenders in Germany, “the
mystery of our success was that we took aboard several local firms, thanks to which we can realize
this contract in the first place” [Company 5]. For Company 8, operating in the market of board games,
the necessity to adapt products by the company itself is shifted to foreign distributors that signal the
need for product adjustments, such as design changes, culturally acceptable symbols or animals, etc.
Also, for Company 6, one of the leading producers of control and measurement devices in Europe,
“distributors, or our own subsidiaries, are our eyes as to where something has to be adapted ( . . . ).
For instance, our strategy will be different in countries without local producers, and different where
there are local producers. It is our distributors that provide us with such information to modify
strategy” [Company 6]. In a similar vein, for Company 7, a leading Polish retailer in consumer
electronics, joint venture partners constitute a key source of information about foreign markets and are
simultaneously a source of legitimacy, as they enable acting as a “local” company. “If we have a good
partner, we completely do not feel any distance ( . . . ) Our approach to local specificity is to have a
local partner. For he sits in this specificity, and thanks to this, we do not have to deal with this topic of
adaptation, and this is very crucial ( . . . ) In Holland, we build the business up through Dutch people.
We want to be perceived as a Dutch company ( . . . )” [Company 7].
For Company 2, the partners that are particularly relevant in this regard “provide an intimate
knowledge of the local market, help to diversify risks, and ensure the full service ( . . . ). In Austria
( . . . ), we have a partner in Salzburg that tells us exactly what is happening in the market, [and]
has excellent ties in the market, to such extent that our doors are installed at the police headquarters
( . . . )” [Company 2]. It is the local partner that ensures that the installation service, which has a
vastly different relevance than in the home market, is carried out in a competitive manner. Conversely,
the French market for doors is driven by prices; thus, the role of a foreign partner is to develop an
appropriate positioning and stay away from the mainstream competition in hypermarket chains.
Thus, we on the whole, we propose that for firms with stronger relational capabilities,
the relevance of foreign market adaptation for foreign market performance decreases. Accordingly:

Hypothesis 3a (H3a). The positive relationship between foreign market adaptation and foreign market
performance is moderated by relational capabilities, such that the relationship is weaker in case of firms possessing
stronger relational capabilities.

Secondly, technological capabilities have been found to have a positive effect on entrepreneurial
orientation [65] and foreign market performance [66]. We argue that while there may be differences in
regional expectations as to product strategies [67], the possession of technological capabilities that can
translate in superior products will pose an advantage both in developed markets due to higher product
expectations [31], and in less developed markets due to the building of product uniqueness [68].
Returning to our case evidence, for Company 6, it is clear that it cannot compete on par with
technological leaders, although it is constantly modernizing its products. While the firm is conscious
that it may never reach the technological level of market leaders, their “advantage is that we are still a
small company; therefore, we are still able to do what the clients wants us to do, which is to create
some dedicated solutions; [as a result] for some clients, we are more attractive than some large Western
firms” [Company 6].
In the case of Company 5, which is an innovative company leading in different technological
solutions, buses are a product that is homogenous across many countries, particularly European,
whereby “everything [that] serves the work comfort of the driver with respect to passenger service
is of the same quality, regardless of domestic and foreign production” [Company 5]. While technical
specifications have to be adjusted to tender requirements, the ability to create excellent and advanced
products is a crucial factor driving the ability to excel at tenders.
Sustainability 2019, 11, 1793 7 of 19

For Company 1, a leading producer of furniture, while the divergent expectations toward products
that had persisted for historical reasons “have been fading away in the last years due to international
business, our industry is witnessing this trend relatively late. Therefore, it is [the reality] that in most
countries there are local producers, while other firms are kind of experimenting ( . . . ).” [Company 1]
Hence, for sectors where the technological edge is not a key success factor and the standardization
across borders is not a leading trend, adaptation still remains a crucial driver of success.
Thus, we posit that:

Hypothesis 3b (H3b). The positive relationship between foreign market adaptation and foreign market
performance is moderated by technological capabilities, such that the relationship is weaker in case of firms
possessing stronger technological capabilities.

3. Mixed-Method Design

3.1. Data Collection and Sample

This study was conducted through the implementation of a sequential mixed-methods
approach [68,69], whereby the quantitative study in the research project was driven by extant
knowledge in the field, yet it was followed by a qualitative follow-up. The aim of this second
part of the project was to explore the relationships between firm and host-country characteristics and
adaptation to foreign markets and firm performance. Subsequently, the objective of the third stage of
the study was to return to the quantitative data in order to verify the relationships identified through
literature studies and qualitative exploration.
For the qualitative study, eight firms (see Table 1) were selected based on the following criteria:
(1) Four large and four small and mid-size companies;
(2) Four companies operating in high technology industry, and four operating in medium and low
technology industries, in order to be able to account for the influence of industry on the need for
adaptation. Four to six interviews with key decision-makers responsible for decisions related to
internationalization were conducted in each company. The tool used for this research phase was a
semi-structured questionnaire, including questions regarding such issues as internationalization
strategy, role of foreign partners, logic of adaptation, etc. The detailed cross-case analysis,
the analysis of its findings, as well as the theory development, were all supported by the use of
MaxQDA software.

Table 1. Qualitative sample.

Company Sector Size (Employment in 2015)

Company 1 Office furniture production 6000
Company 2 Door and lock production n.a.
Company 3 Injection molding and steel components manufacturing 245
Company 4 Test and measurement devices 250
Company 5 Bus and tram production 2300
Company 6 Industrial test and control devices 430
Company 7 Retail in consumer electronics 270
Company 8 Production and publication of board games 120
Source: the authors.

The data for the quantitative part of the study stem from a 2016 survey of Polish firms
conducted from October 2015 to January 2016. Given that our research objective was to examine
the internationalization strategy and behavior of Polish firms in foreign markets, we have used several
criteria for a sample selection. First, we were interested only in firms that see internationalization as
an important direction in overall strategy, so that at least 10% of their total revenues come from sales
Sustainability 2019, 11, 1793 8 of 19

in foreign markets. Non-internationalized firms or sporadic exporters would not be able to provide
meaningful answers to the survey questions. Second, considering ownership and decision-making
autonomy at the firm level, we have looked for “independent” firms that are owned or co-owned by
Polish capital (i.e., subsidiaries of MNCs registered in Poland, or firms with a 90% or higher share
of foreign capital were not our focus). Third, we have focused on firms operating in manufacturing
industries, and employing at least 10 people.
Using the BIZNODE database of firms registered in Poland, we randomly selected 2000 firms
that were internationally oriented manufacturers, employing at least 10 people, proportionally to
their locations in Poland. As a data collection method, we used CAPI (computer-assisted personal
interviewing), which provides higher reliability than CATI (computer-assisted telephone interviewing),
and is more suitable for longer and more complex surveys. On average, an interview last 48 min.
To achieve a target of conducting 300 interviews, interviewers had to initiate the contact with 1734 firms
from the list. All of the interviewers were trained in the survey questions by one of the authors.
Then, interviewers contacted firms asking for permission to schedule a meeting with one of the
firm’s key managers, who is responsible for decisions concerning international expansion. Therefore,
our respondents (interviewees) were key individuals responsible for decisions concerning international
expansion, including chief executive officers (CEOs), sales directors, and other high-level managers
in charge of foreign markets. Additionally, respondents were expected to have worked in their
current position for at least one year. At the beginning of the interview, interviewers asked questions
concerning criteria for a sample selection to ensure the firms were properly selected (i.e., concerning
the ratio of foreign sales, ownership, size, and industry).
Since the survey was conducted with a single informant, common method variance (CMV) may be
a concern [70]. Therefore, to ensure the reliability of the study, we adapted several ex ante and ex post
measures, such as questionnaire pretesting to eliminate ambiguity, securing confidentiality, or mixing
the order of questions. Among the ex post remedies, we used a check for respondent competency [71]
and Harman’s single-factor test (the single common method factor approach). In order to ensure that
interviewers identified appropriate informants, after the completion of the interview, our respondents
(interviewees) were also asked to evaluate three statements concerning: (i) their impact on key decisions
related to the international activities of their firms; (ii) their engagement in maintaining relationships
with key foreign partners; and (iii) their confidence in answering the questions. We excluded from
further analysis 16 interviewees whose average score on the seven-point scale was less than four. In the
final sample (n = 284), the average score was 5.5 on the seven-point scale, indicating the proper level of
respondents’ competency to answer the survey questions.
Finally, we employed a post hoc Harman’s single-factor test to detect CMV. The test results
indicated that the first factor accounted for 17.63% of the variance; therefore, CMV should not be a
problem in the present study [71].

3.2. Operationalization of Variables for the Quantitative Study

Performance. The measure of performance in foreign market was adapted from prior
research [67,72–74]. Respondents were first asked to choose one strategically important foreign market,
and then they evaluated the following six performance items on a seven-point scale (where one
indicated “very unsatisfactory”, and seven indicated “excellent”): sales level, profitability, market
share’s growth, marketing, distribution, and firm’s reputation in the foreign market. The construct has
a Cronbach’s alpha of 0.816, which suggests satisfactory internal reliability [75].
Adaptation to foreign market. The measurement of adaptation was derived from prior
research [76,77]. Managers were asked to indicate the level of adaptation/adjustment to the foreign
market concerning four items of marketing mix (where one indicated a “very low level/range of
adjustment to the foreign market”, and seven indicated a “very high level/range of adjustment”):
(1) product in terms of quality, design, warranties, labeling, and brand name; (2) price in terms of
price discount policy, margins, credit concession, and payment security; (3) promotion in terms of
Sustainability 2019, 11, 1793 9 of 19

advertising theme/message, advertising and promotion content, advertising media strategy, sales
promotion tools, and advertising and promotion budget size; (4) distribution in terms of channels of
distribution, control over distribution channels, transportation strategy, and budget for distribution.
The scale reliability tests produced a satisfactory Cronbach’s alpha value equal to 0.866.
Technological capabilities. Following prior research, we decided to use the scale developed by
Spanos and Lioukas [78], whose validity was also supported in other research [65]. The construct was
operationalized by four items on a seven-point scale indicating a firm’s strength relative to competition
(where 1 indicated “much worse than the key competitor”, and 7 indicated “much better than the key
competitor”): (1) technological capabilities; (2) equipment and machinery; (3) economies of scale and
technical experience; and (4) an efficient and effective manufacturing department. The Cronbach’s
alpha of 0.841 indicates a proper level of internal reliability.
Relational capability. The operationalization of relational capability was adapted from prior
research [79,80]. To operationalize the construct, we asked managers to indicate the extent to which
they agree with the following statements characterizing the cooperation with a key partner in the
foreign market (where one indicated “strongly disagree”, and seven indicated “strongly agree”): (1) our
relations are characterized by a high level of mutual trust; (2) our relations are based on a mutual
exchange of experiences and knowledge sharing; (3) our relations are based on mutual commitment
and shared goals; and (4) when there are disagreements, we solve them quickly, bearing in mind the
interests of each party. The scale reliability tests returned a satisfactory value of Cronbach’s alpha
equal to 0.893.
Institutional distance. The measure of institutional distance builds on the 10 pillars of the economic
freedom index provided by the Heritage Foundation, including fiscal freedom, business freedom,
property rights, monetary freedom, freedom from corruption, level of government spending, labor
freedom, trade freedom, investment freedom, and financial freedom [81,82]. Every component was
scaled from zero to 100 for the 184 countries and the period from 1995 to 2013. As recently proposed by
Berry et al. [83], institutional distance was calculated based on the approach of Mahalanobis. We opted
for this approach, since the Euclidean method falls short of considering correlations between the
indicators that make up the distance index. This holds true for factors related to the level of country
development. Furthermore, this alternative measure is resistant to influence from variables with higher
variance, because the application of the covariance matrix in calculations enables data standardization
thanks to using variance located on the diagonal [83].
Environmental dynamism. Environmental dynamism reflects “the degree of uncertainty facing
an organization” and “relates to the rate of unpredictable change in a firm’s environment” [15].
It was found to exert a positive moderated impact on performance [15], and is associated with
entrepreneurial orientation [65]. As suggested by Lumpkin and Dess [15], dynamism should reflect
the frequency of changes in the marketplace and the pace of products/services’ aging and decline.
Ruiz-Ortega et al. [65] modified existing scales, and we followed their approach. Managers were
asked to indicate the extent to which they agree with the following statements characterizing the
foreign market dynamism on a seven-point scale (where one indicated “strongly disagree”, and seven
indicated “strongly agree”): (1) the opportunities of the environment are growing strongly; (2) the
technology in my sector changes frequently; and (3) the innovation in processes and products or
services grows strongly. The construct reliability (Cronbach’s alpha = 0.708) is satisfactory.
Control variables. The study employs several control variables that are commonly used
in international performance literature. First, the pace of internationalization or firm age at
internationalization points to the phenomenon of “learning advantage of newness” [84–86]. Early
internationalization is likely to reflect the higher capacity of firms to assimilate new foreign market
information, recognize market opportunities, and rapidly act on them. This variable indicates the firm
age (years) at the time of achieving its first revenues from the foreign market.
Second, we controlled also for the firm international experience by considering two variables:
(i) the length/number of years that a firm has been operating in a given foreign market (firm experience
Sustainability 2019, 11, 1793 10 of 19

in foreign market); and (ii) the number of years, if any, that a firm had been accruing foreign revenues
before entry to a given foreign market (firm prior international experience). Third, the firm size
(captured by the natural logarithm of employees’ number) is a ritual variable, and often a proxy of
available resource, that needs to be controlled in performance studies.
Fourth, we controlled for the firm ownership. Zahra et al. [87] argued that ownership may
affect a firm’s international operations and the availability of resources. Prior studies on the
internationalization of Polish firms have indicated that firms with foreign ownership (full or partial)
tend to be more internationalized and achieve higher levels of sales and exports per employee than
peers with only domestic capital [88,89]. To operationalize ownership, we asked managers to indicate
whether their firms have any foreign investors/owners, and if yes, what their share was in the firm’s
equity. Firms with a share of foreign capital in equity were coded as one; otherwise, they were coded
as zero.
Finally, industry was operationalized with three dummy variables. The manufacturing industries
were divided into: (1) high-tech; (2) medium-tech; and (3) low-tech.
Correlations and descriptive statistics for all of the variables are shown in Table 2. We have
followed existing studies in the discipline of international business [90–92] and provided descriptive
statistics for Likert-scaled variables.
Sustainability 2019, 11, 1793 11 of 19

Table 2. Correlations and descriptive statistics.

Variable 1 2 3 4 5 6 7 8 9 10 11 12 13 14
1 Performance 1
2 Adaptation 0.526 ** 1
3 Technological Cap. 0.448 ** 0.609 ** 1
4 Relational Cap. 0.446 ** 0.669 ** 0.598 ** 1
5 Institutional Distance 0.155 ** 0.002 0.068 −0.001 1
6 Firm age at int. −0.062 −0.013 −0.069 0.023 −0.045 1
7 Firm exp. in FM 0.001 0.079 0.032 0.102 −0.097 0.042 1
8 Firm prior int. exp. 0.015 −0.041 0.013 0.018 0.019 −0.088 −0.183 ** 1
9 Firm size 0.060 0.090 0.076 −0.014 −0.022 0.110 0.155 ** 0.086 1
10 Ownership 0.003 −0.110 −0.054 −0.127 * −0.006 −0.146 * 0.097 0.049 0.192 ** 1
11 Env. Dynamism 0.449 ** 0.479 ** 0.508 ** 0.380 ** 0.103 −0.098 0.101 −0.067 0.043 0.073 1
12 Low-Tech −0.091 −0.117 * −0.097 −0.134 * 0.016 0.035 0.062 0.001 0.025 0.005 −0.201 ** 1
13 Medium-Tech −0.039 0.058 −0.031 0.079 −0.029 −0.004 0.017 −0.106 −0.019 −0.036 0.051 −0.503 ** 1
14 High-Tech 0.130 * 0.060 0.128 * 0.055 0.014 −0.031 −0.080 0.106 −0.006 0.031 0.151 * −0.503 ** −0.495 ** 1
Mean 4.91 5.18 5.07 5.55 3.23 8.87 13.05 2.24 4.69 0.28 5.09 0.34 0.33 0.33
S.D. 0.79 1.10 0.93 1.04 0.59 14.23 10.22 4.38 1.22 0.45 1.04 0.47 0.47 0.47
Note: Correlation is significant: ** at the 0.01 level (two-tailed); * at the 0.05 level (two-tailed). FM: foreign market.
Sustainability 2019, 11, x FOR PEER REVIEW 25 of 18

Correlations and descriptive statistics for all of the variables are shown in Table 2. We have
followed existing
Sustainability 2019, 11, studies
in the discipline of international business [90–92] and provided descriptive
1793 12 of 19
statistics for Likert-scaled variables.

4. Results
4. Results
To examine the
To examine thehypothesized
hypothesizedrelationships
relationships (Figure
(Figure 1),1),
wewe usedused a linear
a linear regression
regression estimator.
estimator. The
The analysis of moderation effects requires the comparison of two regression
analysis of moderation effects requires the comparison of two regression models: first, the models: first, the main
main
effects
effects model
model (Model
(Model 1, 1, Table
Table 3)3) includes
includes thethe key
key independent
independent variable
variable (adaptation),
(adaptation), moderators
moderators
(organizational
(organizational and contextual), and controls; and second, the full model (Model 2, Table 3)
and contextual), and controls; and second, the full model (Model 2, Table 3) includes
includes
additionally all of the interaction effects (i.e., adaptation x relation capability,
additionally all of the interaction effects (i.e., adaptation x relation capability, adaptation x adaptation x technological
capability, and
technological adaptation
capability, andx adaptation
institutional distance). Model
x institutional 0 includes
distance). Model 0only the control
includes only the variables.
control
The moderation effect exists when the inclusion of the interaction term
variables. The moderation effect exists when the inclusion of the interaction term significantly significantly increases the
explanatory power of the model captured by the change in R-squared [93].
increases the explanatory power of the model captured by the change in R-squared [93]. All of the All of the interaction
terms were terms
interaction computed wereby multiplying
computed the standardized
by multiplying values of thevalues
the standardized corresponding components.
of the corresponding
Additionally,
components. Additionally, to illustrate the character of the interaction, we plotted the effects on
to illustrate the character of the interaction, we plotted the effects of adaptation of
performance
adaptation onforperformance
different levels of moderators.
for different levels of Themoderators.
potential multicollinearity problems were
The potential multicollinearity
addressed by calculating
problems were addressed the value inflation
by calculating factors
the value (VIFs),factors
inflation which(VIFs),
are shownwhichinareTable
shown2. The VIF
in Table
values were between 1.05–2.69, with an average VIF for all of the variables
2. The VIF values were between 1.05–2.69, with an average VIF for all of the variables equal to 1.51, equal to 1.51, which is
substantially lower than
which is substantially the recommended
lower than the recommended cut-off, indicating that multicollinearity
cut-off, indicating should not
that multicollinearity be a
should
problem [94].
not be a problem [94].

Technological
capabilities

Relational
capabilities

H3a H3b
H1
Adaptation Performance
H2

Institutional
Distance

Figure 1. Conceptual framework.

Model 1 (Table 3) is statistically significant (F = 13.253, p < 0.001) and explains 34% of the
performance variance. Adaptation and potential moderators (except for technological capabilities) are
positively associated with performance. Model 2, which is a full model that also includes interaction
effects, is statistically significant (F = 15.331, p < 0.001), and its explanatory power increased in
comparison with Model 1 to 43% (delta R-squared = 0.092, F-change = 15.269, p < 0.001). As evidenced
by the results, hypotheses predicting the moderating effects were supported. We observed the
significance of interaction effects between adaptation and relational capability, technological capability,
and institutional distance for performance.
Figure 2a–c illustrate the nature of interactive effects. All of the figures indicate that the level of
performance in foreign market increases with the level of adaptation to foreign market; this positive
relationship is further accentuated: (i) with the shortage of available capabilities, i.e., when a firm
possess less developed technological (Figure 2a) and relational (Figure 2b) capabilities, the beneficial
effect of adaptation for performance are stronger; and (ii) when a firm operates in institutionally distant
markets (Figure 2c).
Accordingly, all of the research hypotheses found empirical support.
Sustainability 2019, 11, 1793 13 of 19

Table 3. Ordinary least squares (OLS) regression results (performance as a dependent variable).

Variable Model 0 Model 1 Model 2 VIF

0.302 *** 0.390 ***
Adaptation to foreign market 2.693
(0.052) (0.053)
0.061 0.062
Technological Capabilities (TC) 2.311
(0.058) (0.058)
0.144 * 0.117 †
Relational Capability (RC) 2.134
(0.053) (0.050)
0.122 * 0.115 *
Institutional Distance (ID) 1.052
(0.066) (0.062)
−0.162 **
Adaptation x TC 1.631
(0.045)
−0.186 **
Adaptation x RC 1.759
(0.051)
0.085 †
Adaptation x ID 1.050
(0.036)
Firm age at −0.025 −0.025 −0.028
1.082
internationalization (0.003) (0.003) (0.003)
Firm exp. in foreign −0.040 −0.049 −0.055
1.124
market (0.004) (0.004) (0.004)
Firm prior int. 0.025 0.011 0.029
1.101
experience (0.010) (0.009) (0.008)
0.055 0.026 0.018
Firm size 1.135
(0.036) (0.033) (0.031)
−0.044 0.036 0.036
Ownership 1.126
(0.098) (0.090) (0.084)
0.449 *** 0.203 ** 0.169 **
Env. Dynamism 1.605
(0.042) (0.045) (0.043)
−0.038 −0.031 −0.016
Low-Tech 1.451
(0.106) (0.096) (0.090)
−0.078 −0.084 −0.083
Medium-Tech 1.388
(0.105) (0.095) (0.088)
R-Squared 0.213 0.370 0.462
Adj. R-Squared 0.190 0.342 0.432
F 9.311 *** 13.253 *** 15.331 ***
Change in R-Squared 0.157 0.092
F-change 16.846 *** 15.269 ***
Notes: Cell entries are standardized regression coefficients. Standard errors shown in parentheses. † p < 0.10;
* p < 0.05; ** p < 0.01; *** p < 0.001.

(a) (b) (c)

Figure 2. Figure Caption: (a) The moderating effect of technological capabilities; (b) The moderating
effect of relational capability; (c) The moderating effect of institutional distance.
Sustainability 2019, 11, 1793 14 of 19

5. Discussion and Conclusions

Our mixed-method study on a sample of firms from a mid-range economy of Poland contributes
to the extant research on foreign market strategy adaptation in several ways. By building on the
legitimacy argument of the institutional approach, it shows that adaptation is particularly relevant
for firm performance when the institutional distance is increasing. Furthermore, it demonstrates that
adaptation as a capability of the internationalizing firm may not necessarily be always a prerequisite
for success. In fact, a firm may reduce its exposure to foreign market adaptation by relying on
foreign partners to take over the burden and costs of adaptation. Moreover, the possession of superior
technological capabilities makes adaptation less of a priority given that it is the technology that is the
key foundation of the competitive advantage of the company.
As for the role of relational capabilities, Company 4 indicated that “the partner shows that if we
adapt the products, change something in the offering, if we do it differently than others ( . . . ), such as
marketing through leasing, and not just sales of our product, then it makes sense” [Company 4]. Apart
from trade partners, end customers also play a crucial role here. “It is the best situation when the
foreign client approaches us and states that he needs a product like this or that. Then we do not have
to do market research ourselves, because clients do the adaptation for us” [Company 4].
With regard to technological capabilities, for Company 4, adaptation is a substitute for having
a clear technological advantage due to coming from an emerging market. If a latecomer is not a
technological leader in its sector, it can nevertheless be superior in adjusting to client needs and
adapting products to a higher level than peers. Thus, for Company 4, adaptation is an inherent part
of the competitive strategy, particularly with relation to foreign markets. According to the Export
Director, the company “needs to be more flexible to adjust to foreign markets to be more successful
(...) We are (...) unknown in many markets; therefore, we have no other alternative. Somehow, we
must convince our customers to abandon extant suppliers and choose us instead.” With reference to
relational capabilities, a Board Member moreover noted that “trade partners show us how to adapt the
products, change our offering, to do something differently than others”. From this perspective, being
able to create an active network of stakeholders in foreign markets partly alleviates the adaptation
burden of legitimacy-building from the focal company to its foreign network. Likewise, from the
perspective of Company 6, “competitors are much larger, they have their Siemens logo, but our
advantage is that we are (...) able to develop dedicated solutions, which makes us more attractive to
some clients than our Western rivals”.
Conversely, for Company 5, investing in R&D and being a producer of innovative products is
a key foundation of competitive strategy. Company 5 adapts its products to each foreign market;
however, adaptation is inherent to this sector’s tender-based sales model, whereby the product quality
and reputation play an even more pronounced role. As far as relational capabilities go, “the secret
of our success is to take aboard local cooperation partners”. The firm always attempts to develop
durable relationships with local stakeholders in spite of cultural differences, which leads to better
sales performance.
Our study indicates that for firms originating from mid-range emerging economies, such as
CEE countries, foreign market adaptation can be regarded as source of competitive advantage given
the constraints related to internationally less recognizable brands and a lower scale of operations,
which results in limited market power and experience curve effects. The entrepreneurial approach to
adapting products even to a larger extent than competition does it can be regarded as a crucial factor
ensuring the successful entry of these firms into international markets. Given the aforesaid argument
of the liability of outsidership, the flexibility and a finer-grained approach to customizing products to
client needs, particularly in business-to-business (B2B) markets, can be a strategic necessity in order to
break through established network relationships, particularly in highly developed markets. This ability
to listen to the client, as an alternative to existing trusted suppliers of products and solutions, may
be a convincing entry argument for firms from catching-up countries in foreign markets. Apart from
this, our study shows that this approach can either result from a firm’s inherent capabilities to engage
Sustainability 2019, 11, 1793 15 of 19

in advanced adaptation to foreign markets, or from the ability to leverage network relationships in
order to shift the burden of adaptation to local partners. Alternatively, some studied firms prioritize
the development of superior technologies in order to offer products that sell due to their technological
advantage, and as such, are relatively homogenous across borders.
In this context, our study also sheds light on a number of promising avenues for future research.
In the current paper, we did not differentiate between different types of host countries in analyzing
the joint effects of adaptation, relational capabilities, and technological capabilities on foreign market
performance. It can be expected that the roles of given types of capabilities are contingent on the type
of market, and whether it is economically and institutionally more or less developed than that of the
home country. A more deliberate case study design, as well as an explicit consideration for this aspect
in a quantitative study, should shed more light on the role of location in this interplay.
Furthermore, the rationale of adaptation may be different. For some firms, adaptation can be
a part of the business models across borders, particularly in B2B markets. However, adaptation
may not be part of a systematic agenda. This deliberate versus emergent character of adaptation
strategy, particularly in the context of emerging market firms, may be an interesting area of further
academic inquiry.

Author Contributions: Conceptualization, M.C.-M., P.T.; Methodology, M.C.-M.; Literature review, M.C.-M., P.T.;
Empirical study design, M.C.-M., P.T.; Quantitative study coordination, M.C.-M., P.T.; Qualitative study execution,
M.C.-M., P.T.; Writing—Original Draft Preparation, P.T., Writing—Review & Editing, M.C.-M., P.T.; Visualization,
M.C.-M., P.T.; Project Administration, M.C.-M.
Funding: This article has been completed with the financial support offered by National Science Centre, Poland
[grant number 2014/13/B/HS4/03297.
Conflicts of Interest: The authors declare no conflict of interest.

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