Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations

Wales, William J.; Beliaeva, Tatiana; Shirokova, Galina; Stettler, Tatiana Romanova; Gupta, Vishal K.

doi:10.1016/j.jbusres.2018.12.019

Cited by 15 publications

(36 citation statements)

References 101 publications

(141 reference statements)

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“…Third, we advance the extant approaches of complementarity testing in management research, such as testing of interaction effects in SEM (e.g., Mu & Di Benedetto, ; Tanriverdi & Venkatraman, ) or commonality analysis (Wales et al, ). Specifically, relying on the SUR to analyze meta‐analytic data, we are able to draw conclusions regarding the synergetic effects of the three SOs.…”

Section: Discussionmentioning

confidence: 91%

“…EO, MO, and LO are established facets of the strategy construct in the business field, and the interrelatedness of these SOs has encouraged much theoretical and empirical research. Completing each other, these orientations have the potential to reduce blind spots in firms' strategy making (Baker & Sinkula, ; Hart, ; Hult & Ketchen, ; Wales et al, ). Our study provides deeper insights into the interrelatedness of the three SOs and develops rationales for their complementarity, that is, the super‐additivity of their performance effect, by drawing on the extended RBV and the resource orchestration frameworks (Barney et al, ; Sirmon et al, ).…”

Section: Discussionmentioning

confidence: 99%

“…The extant literature suggests that these strategic modes create a higher‐order construct termed “strategic orientation” (e.g., Mu & Di Benedetto, ; Zhou, Yim, & Tse, ), “positional advantage” (Hult & Ketchen, ; Lonial & Carter, ), “culture of competitiveness” (Hult, Ketchen, & Nichols, ) or “proactive learning culture” (Gnizy, Baker, & Grinstein, ; Wales, Beliaeva, Shirokova, Stettler, & Gupta, ). Considering several strategic modes simultaneously has “the potential for fewer blind spots,” whereas a single‐mode orientation “may suffer from limitations and biases” (Hart, , p. 345).…”

Section: Introductionmentioning

confidence: 99%

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The complementarity of strategic orientations: A meta‐analytic synthesis and theory extension

Schweiger

Stettler

Baldauf

et al. 2019

Strategic Management Journal

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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.

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Section: Discussionmentioning

confidence: 91%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The complementarity of strategic orientations: A meta‐analytic synthesis and theory extension

Schweiger

Stettler

Baldauf

et al. 2019

Strategic Management Journal

Self Cite

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show abstract

“…Strategic orientations of enterprises describe the trends and decision-making principles of enterprises that direct their actions and generate behaviors with the intention of achieving better organizational performance in the markets in which they conduct economic activities (Hakala, 2011). Development of strategic orientations in enterprises may therefore have a significant impact on organizational performance (Wales, Beliaeva, Shirokova, Stettler, & Gupta, 2020). That is why enterprises' strategic orientations are the object of scientific research with regard to their relationships with organizational performance (Mu, Thomas, Peng, & Di Benedetto, 2017).…”

Section: Introductionmentioning

confidence: 99%

The impact of market orientation on the performance of MSMEs operating in technology parks: The role of market dynamism

Wójcik-Karpacz¹,

Karpacz²,

Rudawska³

2021

JEMI

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Purpose: The purpose of this article is to identify the role of market dynamism in the relationship between market orientation and the performance of micro, small, and medium enterprises (MSMEs) operating in technology parks (TPs) in Poland. Methodology: The two methods used for performing the quantitative empirical research are CAWI and PAPI. The research sample included MSMEs operating in technology parks in Poland. The article is the answer to the needs for systematic research of models between market orientation and firm performance. Findings: The research findings provide an insight into the level of market orientation and performance of the analyzed MSMEs operating in technology parks in Poland. It was found that MSMEs in the research sample were not a homogeneous group in this respect. It has been proven that market orientation is a significant stimulant of firm performance, while market dynamism has not been classified as a moderator of the market orientation–firm performance relationship. Implications for theory and practice: This study contributes to strategic management by identifying the key role of market orientation for enterprises wishing to benefit from this type of strategic orientation. The important role of the predictor – market orientation in shaping the results of micro, small and medium-sized enterprises operating at TPs in Poland has been proven. In practice, this means that increasing the level of market orientation is conducive to increasing positively assessed financial performance. Originality and value: Our research carried out at MSMEs operating in technology parks in Poland enriches and supplements knowledge about market orientation as a phenomenon of universal character because it also applies to smaller sized business organizations.

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“…Finally, sales growth and non-financial performance are other performance variables used in this study. The former is a subjective indicator widely used in the management and marketing literature (Wales et al 2020 ). Despite the subjective conceptualization, this indicator has been pointed out as an accurate indicator of business performance (Dzenopoljac et al 2017 ).…”

Section: Background and Theoretical Frameworkmentioning

confidence: 99%

The effect of ICT and higher-order capabilities on the performance of Ibero-American SMEs

Gaviria-Marín

Matute

Baier-Fuentes

2021

Comput Math Organ Theory

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Information and communication technologies (ICT) has the ability to create value by enabling other firm capabilities. Based on the ICT-enabled capabilities perspective, this study explores the direct and indirect effects between lower- and higher-order capabilities, such as ICT, knowledge management capability (KM) and product innovation flexibility (PIF), on the performance of Ibero-American small- and medium-sized enterprises (SMEs). This paper uses second-order structural equation models to test the research hypotheses with a sample of 130 Ibero-American SMEs. The results contribute to filling the gap in the SME-focused literature on empirical studies examining ICT-enabled capabilities and firm performance. The results show an enabling effect of ICT on higher-order capabilities, such as KM and PIF, which, by acting as mediating variables, create value and improve performance through innovation in firms.

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Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations

Cited by 15 publications

References 101 publications

The complementarity of strategic orientations: A meta‐analytic synthesis and theory extension

The complementarity of strategic orientations: A meta‐analytic synthesis and theory extension

The impact of market orientation on the performance of MSMEs operating in technology parks: The role of market dynamism

The effect of ICT and higher-order capabilities on the performance of Ibero-American SMEs

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