Market and entrepreneurial orientation on business performance: role of networks innovation agility

Mulyana, Mulyana; Hendar, Hendar

doi:10.1080/08276331.2020.1855025

Cited by 9 publications

(7 citation statements)

References 56 publications

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“…The intervening variables are marketing strategy, marketing capability, competitive advantage, knowledge management, innovation, customer loyalty, and religio-centric relational marketing strategy. The researchers have confirmed that the above-mentioned variables mediate the market orientation-organizational performance relationship (Muis, 2020;Mahmoud, Blankson, Owusu-Frimpong, Nwankwo, & Trang, 2016;Sampaio et al, 2019;Udriyah et al, 2019;Haryanto, Haryono, & Sawitri, 2017;Mulyana & Hendar, 2020). There are also some intervening variables in transformational leadership and organizational performance relationship.…”

Section: Introductionmentioning

confidence: 80%

Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

Muis¹,

Isyanto

2021

Binus Business Review

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Market orientation, transformational leadership, and partnership strategy effects on organizational performance mediated by competitive advantage in non-profit private universities are not widely discussed and well understood. The research aimed to describe the implementation of market orientation, transformational leadership, and partnership strategy, competitive advantage, and organizational performance. The research also analyzed the effects of the independent variables (market orientation, transformational leadership, and partnership strategy) and intervening variable (competitive advantage) on the dependent variable (organizational performance). The research applied a quantitative method. The respondents were 38 rectors or vice-rectors from private universities using simple random sampling. The data were analyzed using the PLS technique. The results show that all independent variables have positive effects on competitive advantage, except partnership strategy. Competitive advantage also has a positive effect on organizational performance. The practical research implication is that human resources in universities must have excellent service-oriented. They need to communicate well and coordinate to deliver better service to the students to be competitive and achieve better performance. In conclusion, to increase the university performance, the university leaders need to encourage all employees and faculty members to deliver the best service to the stakeholders of the universities and coordinate well across units to discuss issues and share ideas to solve the problems they have in service delivery. Then, the employees and faculty members will know what to improve and provide, and private universities will be much more competitive because of their reliable resources and capabilities.

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Section: Introductionmentioning

confidence: 80%

Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

Muis¹,

Isyanto

2021

Binus Business Review

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“…The study showed that SMEs with high EO were more likely to have a greater marketing capability, which in turn enhanced their organizational resilience. Similarly, Al-Hakimi et al (2021) and Mulyana & Hendar (2020) found that organizational agility mediated the relationship between EO and organizational resilience in Chinese SMEs. The study showed that SMEs with high EO were more likely to have higher levels of organizational agility, which in turn enhanced their organizational resilience.…”

Section: Mediating Effect Of Organizational Configurationmentioning

confidence: 84%

Entrepreneurial Orientation and Organizational Resilience: Role of Organizational Reconfiguration and Absorptive Capabilities

Asare-Kyire,

Appienti,

Bonsu

et al. 2023

OJBM

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Entrepreneurship and organizational resilience are two crucial areas of research in the field of management and organizational studies. Despite the potential linkages between EO, organizational reconfiguration, absorptive capability, and resilience, few studies have examined these relationships simultaneously, especially among Small and Medium Enterprises (SMEs). This study addresses this gap by examining the mediating role of organisational reconfiguration and absorptive capability in the relationship between EO and organisational resilience. The study findings revealed that entrepreneurial orientation dimensions have a significant and positive impact on organizational resilience. This study highlights the importance of entrepreneurial orientation for organizational resilience among SMEs in Ghana. The results suggest that SMEs that are more entrepreneurial are better equipped to adapt to changes in the market, take calculated risks, be proactive, and seek new opportunities. The mediating analysis outcome indicates absorptive capabilities can fully mediate the association between entrepreneurial orientation and organizational resilience. However, organizational reconfiguration had no mediating effect on the association between entrepreneurial orientation and organizational resilience.

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“…Nyamrunda and Freeman (2021) note that different specific relational SME competencies can form the basis of effective leadership and organisational capabilities when operating in transition economies. Mulyana and Hendar (2020) show that SMEs need network competence in order to achieve greater market opportunities. The importance of SMEs' networks and relational competence is also indicated by Nuryakin and Ardyan (2018), who show the relationship between the studied variables and the ability of organisations to enter the market.…”

Section: Agility Capabilities and Competitive Positionmentioning

confidence: 99%

“…Benzidia and Makaoui (2020) contend that agility allows SMEs to react to changes in supply and demand quickly and to handle external disruptions. Mulyana and Hendar (2020) consider the speed of responding to market changes as one of the key factors that can potentially increase business performance. Heilmann et al (2020) suggest that speed of decision-making is a fundamental skill which ensures SMEs can operate effectively in volatile and uncertain situations.…”

Section: Flexibilitymentioning

confidence: 99%

A new angle on SMEs' competitiveness. How do agility capabilities affect a firm's competitive position?

Zastempowski

Cyfert

2023

JOCM

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PurposeThe paper aims to explain how agility capabilities (competence, flexibility, responsiveness and speed) influence the chance of improving a small and medium-sized enterprise's (SME's) competitive position, measured by market share and profit.Design/methodology/approachCombining organisational agility with competitiveness, the authors analysed how an SME's activities in the field of agility capabilities – competence, flexibility, responsiveness and speed – influence the chance of improving their competitive position. Data were collected from 1,286 SMEs from Poland using the computer-assisted personal interviews method (CAPI). To analyse the data, the authors used logistic regression and odds ratios.FindingsThe study provides empirical evidence of the relationship between agility capabilities and an SME's competitive position. First, the results suggest that all the studied agility capabilities positively impact SMEs' competitive position. Second, the study shows that seeking to increase market share requires particular attention to flexibility, the impact of which is slightly higher than that of the other variables. Third, the findings suggest that the drive to increase profitability requires an appreciation of responsiveness and competence.Originality/valueThe literature contains much discussion about the relationship between agility capabilities and a company's competitive position. However, these studies refer to large companies, whilst the question of the relationship between agility capabilities and competitive position amongst SMEs remains mainly unanswered, which given SMEs' contribution to the creation of economic growth, seems difficult to understand. Although small companies are by nature highly flexible, due to the size of the companies' operations and flattened and decentralised structure, companies' competitive potential is limited as a result of the limited resources that can be devoted to developing procedures for change.

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Market and entrepreneurial orientation on business performance: role of networks innovation agility

Cited by 9 publications

References 56 publications

Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

Entrepreneurial Orientation and Organizational Resilience: Role of Organizational Reconfiguration and Absorptive Capabilities

A new angle on SMEs' competitiveness. How do agility capabilities affect a firm's competitive position?

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