This study examines how international experience shapes managerial judgment in the formation of effective export promotion strategies. Drawing from contingency theory and the organizational learning perspective, the authors develop and test a model of the effects of different forms of international experience—duration, scope, and intensity—on the performance outcomes of promotion adaptation. Using data from 336 export ventures, the authors find that promotion adaptation relates positively to performance when duration is short and intensity is low, but there is a nonsignificant moderating effect for scope. However, the subsequent analysis suggests that scope, together with sociocultural distance and promotion adaptation, exerts a complex three-way effect on export performance, highlighting the need for more research attention in this area.
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