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Based on the resource-based view, contingency theory, and generic framework, this study aims to address the direct influence of export market orientation (EMO) on export performance as well as indirect influence through cost‑leadership (CLS) and differentiation strategy (DS) among Vietnamese manufacturing SMEs. This study collected data from 319 manufacturing SMEs actively engaged in export activities in Vietnam. It assesses non-response bias by using the t -test and common method bias by Harman's single-factor tests with data analysis using the PLS-SEM technique. This research reveals a direct and positive link between EMO and EP and also shows the mediating roles of CLS and DS on this link. This study sheds light on the mixed results of the EMO-EP link in Vietnam, where the government shows commitment to building a conducive environment for export-oriented growth. It also draws upon strategic alignment from a contingency perspective to show the mechanism by which EMO has an indirect influence on EP through CLS and DS. By integrating RBV and contingency theory, it contributes to the emerging body of research using a strategic alignment approach to explain how and why exporters succeed in global settings. Moreover, it overcomes prior limitations by operationalizing EMO as reflective-reflective higher-order constructs and EP as reflective-formative higher-order constructs. The results recommend that SME managers should adopt EMO to capture and process export market intelligence and respond to it to gain export success. In addition, following appropriate strategies such as CLS and DS is also required to gain export success resulting from effective strategic alignment.
Ngo et al. (Mon,) studied this question.