Abstract:
Purpose – The purpose of this paper is to understand the direct impact of social capital and the influence of
market-based capabilities as intervening variables on the export performance of small and medium-sized
enterprises (SMEs) in Ghana.
Design/methodology/approach – Questionnaire-based survey was used to collect data from top
executives and senior managers of exporting companies in Ghana. Data obtained were analysed using the
structural equation modelling.
Findings – The findings revealed that social capital of SMEs exert the greatest influence on their export
performance. Innovation and marketing capabilities are also key drivers of export performance among SMEs
as they fully mediate the social capital–export performance relationship. Notwithstanding, marketing
capabilities appear to exert a greater influence than innovation capabilities on the export performance
of SMEs.
Research limitations/implications – The study used perceptual measures of international performance
by managers of SMEs in the Ghanaian exporting sector making it difficult to determine respondent bias.
Practical implications – Managers of exporting firms should build stronger relationships with their
customers and suppliers who contribute significantly to their export performance. SMEs would also have to
hone their innovation and marketing skills as strategic components in enhancing their export performance.
Social implications – Market-based resources such as marketing and innovation should not be taken for
granted by SMEs in the export business.
Originality/value – The study offers some lessons on how small firms can sharpen their marketing and
innovation capabilities to derive export performance benefits from social capital. Theoretically, while the
findings offer strong evidence reinforcing the DC theory, an exploration of the nexus of the theories brings to
the fore the need to reassess the resource-based view and SC theories.