Orchestrating internal and external resources to achieve agility and performance: the centrality of market orientation

Abstract

PurposeThis study examines the collaborative impact of networking capability and balanced agile project management (APM) on firm performance through the mediating role of market orientation and business process agility of medium and large telecommunication technology providers in Indonesia.Design/methodology/approachResearch data were collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis (CFA) and structural equation modeling (SEM).FindingsThe results indicate that market orientation fully mediates the link between networking capability-business process agility and balanced APM-business process agility. Furthermore, business process agility mediates the relationship between market orientation and firm performance.Research limitations/implicationsThis study is based on a cross-sectional nature and might fail to capture the dynamic of the studied variables over an extended period.Originality/valueThe study extends the knowledge that dynamic capabilities, represented by networking capability and balanced APM, must be framed by market orientation to create customer value and improve bargaining position. However, market orientation alone is not enough in a highly dynamic business environment. Organization also requires business process agility, responsiveness and adaptability to timely address customers' needs and requirements.

Market orientation and business performance: the mediating role of total quality management and service innovation among Moslem fashion macro, small and medium enterprises in Indonesia

“…Companies will measure their business performance to check the company’s position (compare positions or benchmarks or monitor progress), communicate company position (communicate performance within the internal scope and with stakeholders), confirm priorities (manage performance, costs, control and focus on investment and action) and forcing progress (as a means of motivation and reward) (Amaratunga and Baldry, 2000) in Dubihlela and Dhurup (2015). Business performance is usually conceptualized in two different dimensions: financial and operational (Kurniawan et al , 2020; Venkatraman and Ramanujam, 1986). Financial performance includes accounting operations and financial measures.…”

A qualitative analysis and a conceptual model for organizational stupidity

“…Organizational agility is the sense of feeling environmental changes and quickly responds to unpredictable changes (Reed, 2020). Agility is the solution for organization's survival and an opportunity to achieve long-term advantage (Kurniawan et al, 2020). Organizations should not be afraid of changes in their work environment and avoid them but should see the change as an opportunity to achieve progress (Nyandiko, 2020).…”

“…Organizational agility is the sense of feeling environmental changes and quickly responds to unpredictable changes (Reed, 2020). Agility is the solution for organization's survival and an opportunity to achieve long-term advantage (Kurniawan et al. , 2020).…”

Customer agility, market orientation, and brand image in the context of Chinese market

“…Additionally, Nurcholis (2020) clarifies that market orientation has a direct and positive effect on firms' agility. Extra evidence from survey of Kurniawan et al (2020b) uncovers that market orientation will drive organizations' strategic agility. According to the similarity between CA and related agility (e.g., supply chain agility; business process agility; strategic agility), the following hypothesis could be accordingly stated: H1: Market orientation positively affects CA.…”