Managerial and organizational factors shaping export participation among food manufacturing firms in Kazakhstan

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Type of the article: Research Article

Abstract
Export diversification and the growth of non-resource exports remain key strategic priorities for Kazakhstan, particularly for food manufacturing firms facing organizational and institutional obstacles to participation in international markets. We seek to assess managerial, institutional, organizational, and ownership-related drivers associated with direct and broader export participation, targeting food manufacturing enterprises in Kazakhstan. The empirical analysis uses the food sampling-sector domain of the 2024 World Bank Enterprise Survey for Kazakhstan. The complete national dataset contains 1,013 establishments, and the initial food-domain subsample comprised 128 establishments. After listwise deletion of observations with missing values, the final estimation sample consisted of n = 121 establishments in the direct export model and n = 121 establishments in the any-export model. The statistical analysis applies survey-weighted logistic regression and average marginal effects. The findings suggest that organizational capabilities are important for firms’ export operations. Digital presence (β = 2.030; p = 0.004), process innovation (β = 1.789; p = 0.010), and firm size (β = 1.491; p = 0.001) are positively associated with direct export participation. Broader export involvement is associated with foreign ownership and customs restrictions. Strengthening export competitiveness therefore requires improvements in organizational preparedness, innovation, digital communication, customs procedures, and logistics.

Acknowledgments
This study is funded by the Science Committee MSHE RK under grant IRN AP23489234 “Research on new instruments for the development of agrotechnological hubs in the regions of Kazakhstan to enhance the country’s competitiveness in the Eurasian region.”

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    • Figure 1. Odds ratios for factors associated with export participation among agro-processing firms
    • Figure 2. Average marginal effects for direct and overall export participation among agro-processing firms
    • Table 1. Descriptive statistics for the agro-processing firms sample
    • Table 2. Survey-weighted logistic regression results for direct export participation
    • Table 3. Average marginal effects for direct export participation
    • Table 4. Survey-weighted logistic regression results for any export participation
    • Table 5. Average marginal effects for any export participation
    • Table 6. Summary of hypothesis testing results
    • Conceptualization
      Kuralay Nurgaliyeva, Akan Nurbatsin, Marat Urdabayev, Medet Konyrbekov, Peter Karácsony
    • Funding acquisition
      Kuralay Nurgaliyeva
    • Project administration
      Kuralay Nurgaliyeva
    • Resources
      Kuralay Nurgaliyeva, Peter Karácsony
    • Supervision
      Kuralay Nurgaliyeva, Peter Karácsony
    • Writing – original draft
      Kuralay Nurgaliyeva, Akan Nurbatsin, Marat Urdabayev, Medet Konyrbekov, Peter Karácsony
    • Writing – review & editing
      Kuralay Nurgaliyeva, Akan Nurbatsin, Marat Urdabayev, Medet Konyrbekov, Peter Karácsony
    • Data curation
      Akan Nurbatsin
    • Formal Analysis
      Akan Nurbatsin, Medet Konyrbekov
    • Methodology
      Akan Nurbatsin, Marat Urdabayev
    • Validation
      Akan Nurbatsin, Marat Urdabayev, Medet Konyrbekov
    • Visualization
      Akan Nurbatsin, Medet Konyrbekov
    • Software
      Marat Urdabayev
    • Investigation
      Peter Karácsony