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The Management of Countertrade: Factors Influencing Success

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  • Donald J Lecraw

    (University of Western Ontario and Institute Pengembangan Manajemen Indonesia(IPMI))

Abstract

Countertrade 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

Suggested Citation

  • Donald J Lecraw, 1989. "The Management of Countertrade: Factors Influencing Success," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 20(1), pages 41-59, March.
  • Handle: RePEc:pal:jintbs:v:20:y:1989:i:1:p:41-59
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    Cited by:

    1. Marshall, John F. & Wynne, Kevin J., 1996. "Synthetic barter: Simulating countertrade solutions with swaps," Global Finance Journal, Elsevier, vol. 7(1), pages 1-12.
    2. 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.
    3. Bell, J.H.J., 1996. "Joint or Single Venturing? An Electric Approach to Foreign Entry Mode Choice," Other publications TiSEM 06f84735-3cf5-432f-8bc8-c, Tilburg University, School of Economics and Management.

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