Barriers to export: the power of organisational factors

Purpose This paper aims to investigate the export strategy of international business by explicitly comparing exporting firms with the non-exporting ones, given that they supposedly differ due to the presence of organizational export barriers. Design/methodology/approach This study uses a database with more than 55,000 registered enterprises from all commercial sectors to demonstrate that two strategic groups really exist: exporters and non-exporters. Findings The findings support the existence of both groups, which differ significantly regarding three kinds of organizational factors that act as mobility barriers constraining migration of non-exporting enterprises to the exporting group: size (total sales and number of employees), antiquity and export involvement. Practical implications The author's results explain why non-exporters are less likely to evolve into regular exporting firms. This is an issue of paramount importance in international marketing, since the way these barriers are perceived by non-exporters often determines their future engagement and performance in international business activities. Originality/value Firstly, the paper adds a new viewpoint in as far as both options – to export or not to export – are considered as alternative strategies, and, consequently, as alternative strategic groups. Secondly, this study adds further slant by calling upon the resources of a large database of enterprises that belongs to a particular country: Spain.