Investigating Factors Affecting Sustainable Export Performance with the Mediating Role of Competitive Advantage (Case Study: Food Industry of Tehran Province)

Background and Objectives: The food industry is a strategic sector of Iran's economy and holds a significant share in non-oil exports. Although official data for the first quarter of 2025 show a slight decline in the export value of food products from $263 million to $250 million, an 8% growth in exports within the agriculture and food sector and an improved trade balance highlight the importance of examining factors that influence export success. This study investigates the impact of four key capabilities: technological capability, pricing capability, entrepreneurial orientation, and networking capability—on the sustainable export performance of small and medium-sized enterprises (SMEs) in the food industry of Tehran Province. Additionally, the mediating role of competitive advantage in explaining both the direct and indirect effects of these capabilities is examined. By presenting an integrated conceptual model, the study provides a comprehensive understanding of the mechanisms through which competitive advantage is created and sustainable export performance is enhanced in food companies. The findings offer practical guidance for managers of exporting firms to focus on effective capabilities and strengthen their competitive position, while also serving as a basis for policymakers to design more effective support and development programs to enhance the country’s export capacity.
Materials and Methods: This study is applied and employs a quantitative–correlational design, focusing on processed food companies in Tehran Province with export activities. Using purposive sampling, 311 valid questionnaires were collected from senior managers, including CEOs, sales managers, and managers of export and marketing departments. Data were gathered through a structured questionnaire with a 7-point Likert scale, and its validity was confirmed by expert review and a pilot study with 40 companies. Data analysis was conducted using structural equation modeling, and the reliability and validity of the constructs were assessed.
Results: The results of the study indicated that companie’s technological capabilities, networking, pricing ability, use of social media, and entrepreneurial orientation enhance their competitive advantage, which in turn improves export performance. Additionally, technological capabilities, networking, pricing ability, and entrepreneurial orientation positively influence export performance both directly and indirectly. In contrast, the use of social media only has a positive effect on export performance indirectly through competitive advantage, with no significant direct impact.
Conclusion: The study’s findings indicate that SMEs enterprises can create a significant competitive advantage and consequently improve and sustain their export performance by leveraging technological capabilities, entrepreneurial orientation, pricing management, and networking. Social media does not have a significant direct effect on export performance; however, when used as a tool to strengthen competitive advantage and engage with customers, it plays an effective role in enhancing export outcomes. Overall, long-term success in international markets requires combining organizational capabilities with strategic resource management and the reinforcement of competitive advantage.