Connecting the dots

Abstract

Purpose This paper aims to identify the intra-organizational environment factors that affect entrepreneurial orientation (EO) and examine the mediating role of market orientation (MO) in the relationship between and organizational performance. Design/methodology/approach The study is conducted in a less-researched area, Egypt. Data were collected using a survey from 120 large-sized manufacturing firms working in seven industries: engineering and home appliances, communication and information technology (IT), food and beverage, chemicals, furniture and decoration, clothing and smoking. The research framework was examined using partial least square approach of structural equation modeling (PLS-SEM). Findings The findings indicate that the intra-organizational environment factors that affect entrepreneurial orientation practices are deep locus of planning, planning flexibility, planning horizon, integration and organizational support. Also, the results show that MO mediates the relationship between entrepreneurial orientation and performance. Practical implications The findings provide insights about how to manage the intra-organizational environment of the firm and how to configure strategic capabilities, i.e. entrepreneurial orientation and MO, to enhance the organization’s performance. Originality/value This paper provides a holistic approach that identifies the intra-organization environmental factors necessary to create an organizational culture that facilitates and encourages entrepreneurial orientation and MO, as well as examine the role of MO in the relationship between entrepreneurial orientation and the organizational performance.

The Business Performance of Culinary Sector: A Study of SMEs Sector in Bali

“…So, the higher entrepreneurial orientation of culinary SMEs in the Denpasar Bali is shown by their habit of always being brave, always introducing new products, daring to bear business risks, being more proactive than competitors, and ready to compete, then the business performance is increasing. The results of this study also related by the research of Pratono and Mahmood (2015), Gupta and Gupta (2015), Orlando et al (2018), Mahrous and Genedy (2018), Babak et al (2019), Tseng and Tseng (2019), which stated that entrepreneurial orientation had a positive and significant effect on business performance. This result is confirmed by the research of Alvarez-Torres et al (2019)…”

Entrepreneurial competencies, entrepreneurial orientation, entrepreneurial network, government business support and SMEs performance. The moderating role of the external environment

“…Surprisingly, the study found no moderating influence of EE on the relationship between EO and SMEs performance. Therefore, Mahrous and Genedy (2018) and Miller (2011) noted, a high level of EO in SMEs is not an assurance that it would yield better performance for the SMEs. EO sometimes might affect the SMEs negatively and threaten the survival of the SMEs (Miller, 2011).…”

“…Therefore, these SMEs resources play a vital role in the survival, growth and achievement of a better SMEs performance, especially in an external environment that is characterised by dynamism, diversity, complexity and hostility (Mahrous and Genedy, 2018). Hence, the RBV considers the comprehensive utilisation of available internal resources in the development of unique experience, skills, knowledge and strategies for achieving better performance (Makadok, 2001).…”

Techno-Resonance Innovation Capability for Enhancing Marketing Performance: A Perspective of Ra-Theory

“…A company that focuses its attention on understanding the dynamics in the marketplace will maintain a close relationship with its consumers as well as its competitors known as market-oriented companies will be better performing in the marketplace. The company's ability to understand and collect information from consumers as well as competitors is a strategic asset to facing the challenges of competition (Cheng & Huizingh, 2014;Long et al, 2017;Mahrous & Genedy, 2019). A market-oriented strategy is also recognized as a critical success factor to win the competition (Cheng & Huizingh, 2014;Kaliappen & Hilman, 2017).…”