The Impact of Organizational Orientations on Medium and Small Firm Performance: A Resource-Based Perspective

Lonial, Subhash C.; Carter, Robert E.

doi:10.1111/jsbm.12054

Cited by 188 publications

(230 citation statements)

References 78 publications

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“…Каждый из ука-занных типов ориентаций представляет собой определенный стратегический путь к повышению результатов деятельности фирмы [Calantone, Cavusgil, Zhao, 2002;Ellis, 2006;Rauch et al, 2009]. В то же время стратегические ориентации могут дополнять друг друга, и фирмы, развива-ющие несколько ориентаций одновремен-но, зачастую демонстрируют лучшие ре-зультаты деятельности по сравнению с теми, которые фокусируются только на одной из них [Atuahene-Gima, Ko, 2001;Deutscher et al, 2016;Ho, Plewa, Lu, 2016;Lonial, Carter, 2015].…”

Section: Jel: L20 L25 L26unclassified

Firm Performance During Economic Crisis: The Role of Strategic Orientations and Financial Capital

Beliaeva¹,

Shirokova²,

Гаффорова³

2017

RMJ

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Section: Jel: L20 L25 L26unclassified

Firm Performance During Economic Crisis: The Role of Strategic Orientations and Financial Capital

Beliaeva¹,

Shirokova²,

Гаффорова³

2017

RMJ

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“…More recently, researchers have extended the knowledge of MO's indispensable role in attaining sustainable competitive advantage in various areas (Kumar, Jones, Venkatesan, & Leone, 2011;Lonial & Carter, 2015;Miocevic & Crnjak-Karanovic, 2011;Murray et al, 2011;Ngo & O'Cass, 2012;O'Cass et al, 2015). Hence, we hypothesize the following: H1: Market orientation has a positive and significant influence on a firm's competitive advantage.…”

Section: Market Orientation and Competitive Advantagementioning

confidence: 99%

“…While the majority of marketing literature considered MO as the backbone of successful marketing program implementation, Foley and Fahy (2009) have proposed a perspective that positioned MO in the domain of strategic intangible assets. In this line of reasoning, a substantial body of literature framed MO as a key intangible asset crucial for achieving sustainable competitive advantage (e.g., Lonial & Carter, 2015;Miocevic & Crnjak-Karanovic, 2011;Murray et al, 2011;Ngo & O'Cass, 2012;O'Cass et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

Talaja

Miočević

Alfirević

et al. 2017

Drustvena istrazivanja

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In this paper, we address insufficiently explored indirect relationships between market orientation (MO), organizational strategic resources and business outcomes. Previous studies have identified MO as a key strategic asset that contributes to competitive advantage and ultimately to business performance. However, the extant research is at best partial in addressing the contingencies that might uphold these relationships. The goal of this study is to extend the existing knowledge by showing that MO complements with other strategic management processes that are relevant for business success. To address the research question, a conceptual model with three hypotheses was developed. Data was obtained with a survey questionnaire on a sample of 265 medium and large-sized firms from Croatia. The findings indicate that MO influences competitive advantage stronger at higher levels of VRIN resources. Also, findings suggest that competitive advantage mediates the relationship between MO and business performance. In the end, the theoretical and managerial implications are presented along with future research directions in light of the limitations of this study.

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“…Examples of financial performance include return on assets, return on equity [83], profit to revenue ratio, cash flow from operations, profit, return on investment, revenue growth, market share gained [84], productivity [2], effectiveness (i.e., sales growth and range of product or service growth), and efficiency (i.e., productivity and profitability growth) [85]. The other measure of firm performance include price per share [10].…”

Section: Dependent Variablesmentioning

confidence: 99%

A Longitudinal Study of the Impact of Corporate Social Responsibility on Firm Performance in SMEs in Zambia

Choongo

2017

Sustainability

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Abstract:The aim of this study is to investigate the impact of corporate social responsibility on firm performance using a longitudinal design in small and medium-sized enterprises (SMEs). The reported study was conducted in a Sub-Saharan African developing country, Zambia. Data were collected from 153 entrepreneurs in two surveys and changes in CSR and firm performance measures were analysed over a 12-month period using SmartPLS structural equation modelling. The findings show that the relationship between CSR and financial performance is significant. Further, the association between CSR and the two measures of firm performance (corporate reputation and employee commitment) was only partially significant over time. We discuss the relevance of these results for entrepreneurs, researchers and policy makers in understanding the outcomes of sustainability practices in SMEs in developing countries, especially in Sub-Saharan Africa.

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The Impact of Organizational Orientations on Medium and Small Firm Performance: A Resource-Based Perspective

Cited by 188 publications

References 78 publications

Firm Performance During Economic Crisis: The Role of Strategic Orientations and Financial Capital

Firm Performance During Economic Crisis: The Role of Strategic Orientations and Financial Capital

Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

A Longitudinal Study of the Impact of Corporate Social Responsibility on Firm Performance in SMEs in Zambia

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