The Strategic Role of Competitive Aggressiveness and Marketing Synergies in Emerging Economies

Purpose - This study explores the relationships between competitive aggressiveness, market orientation, and marketing capabilities, and their collective impact on export performance in emerging economies. Amidst the dynamic and volatile environment of global markets, firms in emerging economies face unique challenges that necessitate a nuanced understanding of strategic capabilities. Drawing on the resource-based view and dynamic capability theory, this research integrates these strategic variables to offer a novel perspective on export success. Design/Methodology/Approach - A hypothesized model was developed to examine the relationship between the study constructs. The data were collected from a sample of 242 South African firms and analyzed using Smart PLS-SEM analysis. Findings - The findings reveal that while competitive aggressiveness alone does not enhance export performance, its interaction with market orientation and marketing capabilities is critical for success. Specifically, the study confirms that market orientation and marketing capabilities mediate the relationship between competitive aggressiveness and export performance, underscoring the importance of aligning aggressive competitive strategies with market insights and robust marketing capabilities. Research Implications - This research contributes to the literature by challenging the traditional view that competitive aggressiveness operates independently, proposing instead that its effectiveness is contingent upon the firm’s ability to harness market orientation and marketing capabilities. Practically, the findings suggest that managers in emerging markets should focus on developing a strong market orientation and enhancing marketing capabilities to leverage their competitive aggressiveness effectively, thereby improving their firms’ export performance.