Identification and Prioritization of Factors Affecting Export Performance through a Dynamic Capabilities Approach (Case Study: Beverage Companies)

This study adopts the dynamic capabilities approach to identify and prioritize the key factors influencing the export performance of firms operating in the beverage industry. Employing a mixed-methods design, the qualitative phase involved a systematic review of the scientific literature and thematic analysis to extract critical factors, while the quantitative phase utilized the Analytic Hierarchy Process (AHP) to determine their relative importance. The findings indicate that managerial factors, such as the capabilities and strategic orientations of managers, exert the greatest impact on export performance. Economic factors, including competitive advantages, production and transportation costs, and market risks, rank second. Political factors, such as export regulations, currency policies, and governmental support, occupy the third position. Organizational factors, including internal resources, capabilities, human capital, and structural characteristics, are ranked fourth, followed by technological factors such as innovation capacity and technological advancements. Cultural and social factors, including cultural differences and international networking, are positioned at the lowest level of priority. The study highlights the critical need for synergy and alignment among these factors and underscores the pivotal role of managerial capabilities in guiding other determinants, such as innovation and competitive advantage. Moreover, the ability to adapt to rapid changes in political and economic environments, considered a core dynamic capability, is deemed essential for export success. Ultimately, the study recommends that beverage companies seeking to enhance their international market position should prioritize investment in human capital development and modern technologies. The findings offer a strategic framework for managers aiming to improve export performance.