Journal of International Marketing (J INT MARKETING)

Publisher: Eli Broad Graduate School of Management. Center for International Business Education and Research; American Marketing Association, American Marketing Association

Journal description

Readers rely on Journal of International Marketing for the latest in global marketing issues. Geared both to international marketing and business scholars and to senior- and mid-level practitioners, Journal of International Marketing features analysis of the latest marketing theories, in-depth articles, and coverage of new methods. Also included are scholarly and managerially relevant articles on international marketing and timely insights from executives on new trends and tactics. Journal of International Marketing is the foremost resource on today's international marketing environment.

Current impact factor: 2.90

Impact Factor Rankings

2015 Impact Factor Available summer 2016
2009 Impact Factor 1.59

Additional details

5-year impact 3.60
Cited half-life 8.30
Immediacy index 0.40
Eigenfactor 0.00
Article influence 1.01
Website Journal of International Marketing website
Other titles Journal of international marketing (East Lansing, Mich.), Journal of international marketing
ISSN 1069-031X
OCLC 26897890
Material type Periodical, Internet resource
Document type Journal / Magazine / Newspaper, Internet Resource

Publisher details

American Marketing Association

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Conditions
    • Pre-prints (working papers) on author's personal websites, subject specific pre-print archives or working paper archives, such as Social Science Research Network (SSRN)
    • Publisher's version/PDF must be used (can be obtained from publisher)
    • Publisher's version/PDF on institutional repository (permission required)
    • Publisher copyright and source must be acknowledged
    • Must link to publisher version (preferred instead of deposit)
  • Classification
    ​ yellow

Publications in this journal

  • Journal of International Marketing 07/2015; DOI:10.1509/jim.14.0125
  • Journal of International Marketing 07/2015; DOI:10.1509/jim.15.0010
  • Journal of International Marketing 06/2015; DOI:10.1509/jim.15.0027
  • Journal of International Marketing 06/2015; DOI:10.1509/jim.14.0071
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    ABSTRACT: Companies expend vast resources to create product and brand portfolios in the global marketplace. Yet knowledge of the market-based performance implications of various positions in a firm's portfolio architecture is lacking in the literature. To further the understanding of managing brands in the global marketplace, the authors develop a conceptual framework based on the tenets of signaling theory, explore the relationship between global brand architecture and market-based performance, and consider how culture moderates this relationship. The results of the analyses, from a panel data set of 165 automotive brands operating in 65 countries from 2002 to 2008, reveal that global brands perform better in the marketplace than their nonglobal counterparts. Cultural values indeed provide boundary conditions for this relationship, suggesting that alternative strategies for some markets may be advisable.
    Journal of International Marketing 06/2015; 23(2):55-72. DOI:10.1509/jim.13.0164
  • Journal of International Marketing 05/2015; DOI:10.1509/jim.14.0138
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    ABSTRACT: Multinational corporations (MNCs) use their overseas subsidiaries to access tacit knowledge about host countries. It is generally assumed that subsidiary tacit knowledge contributes directly to greater product innovativeness; however, little empirical evidence supports this assumption. In this research, the authors propose a negative direct relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The authors then examine the role of social cognitive capability as an attenuator of this negative relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The results reveal that each of the MNCs' social cognitive capability components (i.e., task efficacy, organic structure, and affective trust) independently weakens this negative relationship. Moreover, combining social cognitive capabilities exerts synergetic influences to further excavate the effect of tacit knowledge.
    Journal of International Marketing 03/2015; 23(2):150402105545003. DOI:10.1509/jim.14.0094
  • Journal of International Marketing 03/2015; 23(3):150305080544008. DOI:10.1509/jim.14.0085
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    ABSTRACT: The impact of host-home country similarity on firm performance has long been debated in the international marketing literature with inconclusive, if not contradictory, findings. Taking a contingency perspective, this study proposes that a small or medium-sized enterprise's (SME's) global market performance depends on the strategic fit between its exploration and exploitation strategies and its host country choice. The results of a survey of chief executive officers and senior international marketing managers of SMEs in the United States show that the impact of host-home country similarity on SMEs' international performance is moderated by their choice of exploration and exploitation strategies. Specifically, host-home country similarity has a positive impact on an SME's international performance when the firm adopts an exploitation strategy. Conversely, host-home country similarity has a negative impact on an SME's international performance when it adopts an exploration strategy. Directly addressing the long-standing host-home country similarity debate in the international marketing literature, this study sheds additional light on the drivers for SMEs' internationalization success.
    Journal of International Marketing 12/2014; 22(4):67-85. DOI:10.1509/jim.14.0045
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    ABSTRACT: Despite the growing global importance of sustainability issues, scant research has examined marketing strategy sustainability issues in international settings. Although significant prior work has examined drivers and performance consequences of adaptation/standardization of marketing strategies in international markets, researchers have yet to apply this avenue of inquiry to sustainable marketing strategies. Building on contingency theory and the concept of strategic fit, the authors develop a model of drivers of sustainable export marketing strategy adaptation and explore the circumstances under which such a strategy affects export performance. Using a sample of U.K. exporters, they find that various macro- and microenvironmental factors are responsible for sustainable export marketing strategy adaptation, which shapes the nature of sustainable export marketing strategy fit and its export venture performance outcomes. The results indicate that sustainable export marketing strategy adaptation is the outcome of the differences between home and export markets in terms of economic and technological conditions, competitive intensity, customer characteristics, and stakeholder pressures. Moreover, the performance relevance of sustainable export marketing strategy adaptation requires adequate fit with these macro- and microenvironmental factors.
    Journal of International Marketing 12/2014; 22(4):44-66. DOI:10.1509/jim.14.0063
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    ABSTRACT: The authors report the findings of a study conducted among a sample of 202 Hong Kong based Chinese importing companies regarding their working relationships with Western export manufacturers. In particular, the study emphasizes the effect of interpersonal factors on financial performance through the intervening roles of intercompany trust and relationship quality. Using structural equation modeling, the authors confirm that (1) several interpersonal relational dimensions namely, personal communication (sijiao), personal credibility (xinyong), and personal affection (ganqing)-positively influence interfirm trust; (2) trust plays an instrumental role in enhancing the components of the interfirm relationship quality (i.e., cooperation, commitment, and satisfaction); (3) interfirm relationship quality is positively related to superior financial performance; and (4) most of the associations between each of the interpersonal factors and interfirm trust were moderated by the importer's size and foreign supplier's origin as well as by the length of the relationship and which party initiated the relationship. The authors extract several conclusions and implications from the findings and provide directions for further research.
    Academy of International Business Southeast Asia Reginal Conference; 12/2014
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    ABSTRACT: Drawing on a strategic fit perspective in international marketing, this study explores how macroenvironmental factors-cultural dimensions and globalization forces-affect the relationship between product diversification and market value of large international firms. The author hypothesizes that (1) the four dimensions of culture (individualism-collectivism, uncertainty avoidance, power distance, and masculinity-femininity) significantly affect product diversification and (2) economic and social globalization positively moderate the relationship between product diversification and market value of large international firms. The author empirically examines the hypothesized relationships using a sample of 485 firm-year observations from 17 countries for the period between 2006 and 2009. Using the hierarchical linear modeling technique, the author demonstrates that firms in countries with cultures characterized by high uncertainty avoidance and low power distance have a higher degree of product diversification, and product diversification in turn has a significant positive impact on firm market value. Furthermore, the author demonstrates that economic and social globalization, as indicated by actual flows, personal contacts, and information flows, positively moderates the relationship between product diversification and market value of large international firms.
    Journal of International Marketing 12/2014; 22(4):86-107. DOI:10.1509/jim.14.0049
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    ABSTRACT: Extant literature on innovation has produced important and significant results. However, no study to date has provided researchers with a framework to understand innovation from a cultural differences perspective. To fill this research gap, the author proposes a framework that categorizes culture and innovation studies into the following six approaches: (1) innovation characteristics, (2) adoption of/propensity to adopt innovations, (3) geographical innovations, (4) market characteristics, (5) learning effect, and (6) organizational functions. Each approach contains two perspectives. From these approaches and perspectives, the author identifies unique and general insights on culture and innovation, discusses the implications of implementing this framework, and recognizes possible areas of further research.
    Journal of International Marketing 09/2014; 22(3):1-29. DOI:10.1509/jim.14.0043