The Management of Countertrade: Factors Influencing Success
AbstractCountertrade success was found to be higher for large firms that were experienced in exporting and in countertrade operations, could accommodate countertrade takebacks and valued vertical integration, exposed high value, high visibility, complex products, had a low reputation for quality and had excess capacity. Success was also higher if the importer valued quality, had low technical proficiency, was inexperienced in exporting, faced barriers in export markets, had a high cost of forward contracts, foreign exchange constraints, and faced a disequilibrium exchange rate.© 1989 JIBS. Journal of International Business Studies (1989) 20, 41–59
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Bibliographic InfoArticle provided by Palgrave Macmillan in its journal Journal of International Business Studies.
Volume (Year): 20 (1989)
Issue (Month): 1 (March)
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- Marshall, John F. & Wynne, Kevin J., 1996. "Synthetic barter: Simulating countertrade solutions with swaps," Global Finance Journal, Elsevier, vol. 7(1), pages 1-12.
- Zimmermann, Jörg & Grimpe, Christoph & Sofka, Wolfgang, 2009. "Young, open and international: the impact of search strategies on the internationalization of new ventures," ZEW Discussion Papers 09-017, ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research.
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