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As the number of firms participating in export activities increases, information regarding the international environment in turn becomes critical in effectively managing corporate ventures. Given the level of economic volatility within certain export markets and the increasing levels of competition worldwide, effective distribution management venturing and strategy will also become more complex. Decision support is crucial in effectively monitoring and modifying marketing channels in an overseas environment. The purpose of this paper is to identify factors that drive market information use in export distribution decisions, these factors being both internal and external to the organization. Concurrently, the linkage between market information use and export performance is investigated, in order to better understand the role of this strategy in export operations. First, a discussion of strategic, organization specific, and environment specific factors and their association with market information use is discussed. Second, research hypotheses are developed through the support of the existing literature. Next, data collection and analysis procedures are discussed along with results of the hypothesis testing. Finally, a presentation of the findings along with theoretical and managerial implications is offered. The research reveals the strategic importance of market information usage in distribution control, market positioning, venture planning, and market volatility.

PurposeAims to provide empirical evidence of the relationships between and among reverse logistics, resource commitment, and innovation.Design/methodology/approachMail surveys were sent to members of the Automobile Aftermarket Industry Association, a large trade association. Factor level results followed by between‐item results, as typically reported in general linear modeling and mediated regression, are developed using a split sample methodology. Ultimately, Resource‐Advantage Theory provided the framework for examining the impact of developing innovative reverse logistics‐related dynamic capabilities.FindingsResource commitment makes reverse logistics programs more efficient and more effective. However, the resources must be used in such a manner as to develop innovative capabilities/approaches to handling returns. Resource commitment was not found to be significantly related to innovation in reverse logistics at smaller firms. This is likely to be related to the level of resources available. Larger firms can commit greater resources and, thus, enjoy superior performance compared with smaller firms in the survey group.Research limitations/implicationsThe focus is somewhat narrow. New research should extend beyond the one industry examined. Future research should also expand to include more members of the supply chain and employ methods that allow examination of network relationships.Practical implicationsReverse logistics deserves special attention in terms of resource commitment. Resources related to labor, i.e. allocating sufficient personnel to reverse logistics programs, are especially critical. Innovation in reverse logistics programs was found to be related to operational service quality at both small and large firms.Originality/valueThe research provides empirical evidence of the relationships between resource commitment and innovation – and how reverse logistics program performance is influenced. This has important implications with respect to customer relations. It can also be used to provide rationale for securing adequate resource commitment for reverse logistics programs.

Many firms are placing greater emphasis on managing returned product. Reverse logistics programs are being used to recover assets that would otherwise be lost. Research results are presented covering reverse logistics programs in the electronics industry, specifically among firms selling through catalogs. The paper looks at how reverse logistics performance and satisfaction with reverse logistics service are influenced by industry, firm size/sales volume, and internal or external assignment of responsibility for disposition. The results are mixed. Performance is significantly impacted by sales volume, while industry effects significantly impact satisfaction. Neither performance nor satisfaction was significantly influenced by location of responsibility for disposition.

PurposeThe objective of this paper is to empirically examine the impact that different disposition strategies have on strategic performance in the reverse logistics process. This research also includes the role of the returns policy in the customer decision‐making process as a foundation for determining the appropriate disposition strategy.Design/methodology/approachA general review of the literature and depth interviews with logistics professionals following commonly employed investigative techniques provided the foundation for the study. A survey was developed and mailed to the senior supply chain operations professional at 400 companies in the auto parts industry resulting in 118 usable responses.FindingsThe current research shows that under instances of active resource commitment to reverse logistics programs, operations and supply chain managers may expect superior performance by choosing destroying, recycling, refurbishing, and/or remanufacturing of product.Practical implicationsIf firms focus on reverse logistics activities as a must do, a strategic approach that examines outcomes rather than day‐to‐day operations is suggested. If managers do not have adequate resource support for reverse logistics, they should destroy the product. The other disposition options all require significant resources in order to reclaim value from returns.Originality/valueTraditional strategy research has focused on the importance of a strategic fit between a firm's internal strengths and weaknesses and the external environment. In contrast, a resource approach stresses internal aspects of the firm. This study combines the two views along with examining the effects of resource commitment.