Exports

 Based on the recent literature of heterogeneous firms, productive firms self select themselves into foreign markets. In this framework, there is a productivity rise prior to exporting. On the other words, different export performance across firms is linked to their heterogeneity.   The main purpose of the present paper is to examine the so-called hypothesis of heterogeneous firm in Iran. For this, we have used the last Iranian manufacturing industries data at 4 digit aggregation of ISIC classification during 2000-2010 and examined the hypothesis by using generalized method of moments. The obtained results show that productivity has a relationship with export in both short and long run. So, productivity enhances the competitiveness of the firms in international markets and then firms with high productivity enter global market and consequently export increases. Based on the results, the hypothesis is verified. Regarding to the importance of export in economic development, we suggest that it should be paid more attention to productivity in industrial development policies.         JEL Classification: F12, L1.

Purpose: The purpose of this research is to develop a model of export market orientation based on competitive intelligence in the era of the digital economy. Method: This study employed a qualitative approach, utilizing grounded theory as the research method. Sampling was conducted purposefully and continued until theoretical saturation was achieved, involving a total of 15 managers and experts from selected exporting companies. The systematic research process comprised open coding, axial coding, and selective coding, facilitated by strategies such as analysis, questioning, comparison, reminders, schemas, and paradigms. During the coding process, revisions were made, and classifications were validated through feedback from the participants. Findings: The findings revealed the paradigmatic pattern of export market orientation based on competitive intelligence in the era of digital economy including six main categories of causal conditions, context, phenomenon or central category, intervening conditions, strategies and the consequences. Causal conditions have three sub-categories of learning abilities promotion of customer-oriented culture, knowledge of export technology and R&D processes and identification of export market needs; background conditions include three sub-categories of competitive thinking, competitive export processes (technical evaluation) and competitive governance; intervening conditions  include three sub-categories of market technical structure (new technologies), environmental uncertainty and global markets (export risks); the central phenomenon has three sub-categories of value chain (reward strategy), human resource empowerment and employee training (export intelligence); The strategies include three sub-categories of competitive value creation, development of export competitiveness and strategic evaluation of resources and competitive agility and strategic entrepreneurship; The results include three sub-categories of developing entrepreneurial activities, competitive advantage and promoting innovation and dynamic export capabilities. Conclusion: Based on the results, successful implementation of the export market orientation model, grounded in competitive intelligence, requires managers of exporting companies to develop a deeper understanding of the export market. This can be achieved by allocating greater effort to market-oriented activities. Furthermore, by emphasizing competitive intelligence, these companies can improve the perception of their services and create a positive association with their brand in the minds of international customers.