Research Summary A firm's strategic orientation has long been of interest in management and strategy research. In particular, entrepreneurial, market, and learning orientations have received thorough theoretical and empirical research attention. In this meta‐analysis, we compare the direct and combined performance effects of these orientations, explore their interrelatedness, and provide a theoretical foundation for complementarity between the three. Building on prior empirical findings from 210 samples and using structural equation modeling and seemingly unrelated regression techniques, we extend the knowledge base on strategic orientations. Our results provide evidence for interrelatedness and complementarity among strategic orientations, indicating that superior firm performance emerges from its capability to align entrepreneurial, market, and learning orientations. Managerial Summary Managers might be tempted to divide rather than combine their attention on various aspects of strategy, such as entrepreneurial, market, and learning orientations. Similarly, organizational culture might inhibit or promote collaboration between distinct organizational functions. We synthesize a vast body of research on firm‐level strategy making and reveal that while each strategic orientation is beneficial on its own, together, the three strategic orientations create synergies that surpass the effects of individual strategic orientations. Therefore, to achieve superior performance, firms need to align their strategy making efforts to (a) monitoring changes in customer needs and competitor moves, (b) engaging in creative processes, and (c) assimilating the extensive knowledge gained from these activities.

No abstract

While most firms do not grow, a small number of firms are able to maintain and accelerate their growth over time. Researchers, practitioners, and policymakers continue to question the factors which increase a firm's chances of growing rapidly and becoming a more powerful economic driver. Using a robust longitudinal data set from the United Kingdom (UK) during the period from 2000 to 2017, we investigate the propensity of firms to accelerate growth in sales, employment, market share, and productivity. We report varying effects of firm characteristics, industry competitive factors, and regional factors as drivers of accelerated growth. This study will help policymakers and firm managers understand the forces behind different types of acceleration, and it provides a foundation for future research on the speed of firm growth.

No abstract

No abstract