The role of innovativeness-based market orientation on marketing performance of small and medium-sized enterprises in a developing country

Riswanto, Ari; Rasto, Rasto; Hendrayati, Heny; Saparudin, Mohamad; Abidin, Ali Zaenal; Eka, Andi Primafira Bumandafa

doi:10.5267/j.msl.2020.2.019

Cited by 25 publications

(8 citation statements)

References 26 publications

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“…Consequently, H 2 is accepted. This result is supported by the research of Riswanto et al (2020) and Ho et al (2018), who reported that the general concept of MO has a positive influence on, and promotes, innovation in enterprises operating in developing economies. Moreover, the study by Chipunza (2020) reiterated this support in a local setting, as it was reported that SMEs in South Africa and Zimbabwe benefit from higher innovation outputs as a result of exhibiting high levels of customer and competitor-focused MO.…”

Section: Discussion Of Resultssupporting

confidence: 55%

“…MO is a concept, which is found to be a key determinant of innovation in enterprises (Voigt, Baccarella & Wassmus 2011). Studies conducted by Riswanto et al (2020) and Ho et al (2018) found that MO did in fact have a positive influence on the financial performance of enterprises. A recent study conducted by Chipunza (2020) in South Africa and Zimbabwe found that both constructs of MO (customer orientation and competitor orientation) had a positive influence on all four types of innovation (product, process, organisational and marketing innovation).…”

Section: Market Orientationmentioning

confidence: 92%

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Determinants of innovation and its impact on financial performance in South African family and non-family small and medium-sized enterprises

Venter

Hayidakis

2021

The Southern African Journal of Entrepreneurship and Small Busi

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Background: The importance of innovation for enterprises of all sizes is well documented. However, existing research is ambiguous, with several research gaps concerning the role and nature of innovation in the performance of family and non-family small and medium-sized enterprises (SMEs), particularly in a South African context.Aim: The aim of the study was to identify the determinants of innovation output, the types of innovation that are commonly being utilised and the influence thereof on perceived financial performance.Setting: A total of 224 responses from family and non-family SMEs in South Africa were analysed in the study.Methods: The statistical analysis included assessing the validity and reliability of the measuring instrument by using an exploratory factor analysis and Cronbach’s alpha coefficients, respectively. Inferential statistics included calculating the Pearson’s product moment correlations, a t-test, analysis of variance tests and multiple regression analyses.Results: Predictors or determinants of Innovation output amongst family and non-family SMEs in this study are Innovation-orientated organisational culture, Market orientation and response and Risk-orientated entrepreneurial orientation. A significant and positive relationship was also found between Innovation output (which included product, process, organisational and marketing innovation) and Perceived financial performance. No differences were found concerning the innovation practices of family and non-family SMEs in this study.Conclusion: Innovation plays an important role in improving the financial performance of SMEs. In addition, financial and human resources are not necessarily the main determinants of innovation in South African SMEs, but rather the creation of an innovation- and market-orientated organisational culture, together with a risk-orientated entrepreneurial orientation.

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Section: Discussion Of Resultssupporting

confidence: 55%

Section: Market Orientationmentioning

confidence: 92%

Determinants of innovation and its impact on financial performance in South African family and non-family small and medium-sized enterprises

Venter

Hayidakis

2021

The Southern African Journal of Entrepreneurship and Small Busi

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“…This influence is evidenced by more vital EM behavior due to higher innovativeness in firms [23]. The role of innovativeness as a mediator between market orientation and firm outcome has been proven by previous researchers [31]; [32]; [33].…”

Section: Introductionmentioning

confidence: 89%

The Effect of Market Orientation Towards Small and Medium Enterprises Batik Entrepreneurial Marketing: A Case Study in Indonesia

2022

QAS

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Marketing is an essential key for SMEs to grow and survive. Therefore, entrepreneurial marketing (EM) as a marketing practice suitable for small firms needs to be analyzed. This study contributes to EM knowledge by proposing market orientation that consist of customer orientation, competitor orientation, and interfunctional coordination as antecedents of EM and innovativeness as a mediator. 260 Batik SMEs located in the Special Region of Yogyakarta, Indonesia were selected as the samples of this study. The results conclude that interfunctional coordination has a significant positive effect on EM. Meanwhile, customer and competitor orientation had no significant effect on EM. These findings also provide new insights into the role of innovativeness as a mediator between interfunctional coordination and EM.

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“…We hypothesize that organizations that adopt project management must have a market orientation to achieve more success in their projects. This argument has been observed in traditional studies [1], and even more recently on those that evaluate performance in other business contexts, as a function of or interplay with market orientation [19], for companies of all sizes [53]. However, these studies, and others, do not evaluate the relationship between PM and marketing at the project manager's perspective.…”

Section: Market Orientationmentioning

confidence: 98%

Relationship Between Marketing and Project Management Success Through Cognitive Process Lens

et al. 2020

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In recent decades, project management has become more permeable to influences from other areas of knowledge, such as marketing. This influence led to project-based companies becoming marketoriented in their projects to achieve more success. However, the convergence of project management and marketing is still controversial. In this context, this study aims to assess the relationship between the vision of marketing, through conscious and unconscious processes, and its influence on the success of projects. Conscious processes deal with controlled and deliberate cognitive evaluations of anything, while unconscious processes are those that occur without one's control and awareness. These mechanisms occur in parallel and influence our beliefs and behavior. Forty-five professionals working on projects participated in the survey. We collected the data through a structured questionnaire, to the conscious process, and a computerized task for the unconscious data using an instrument called Project Marketing Implicit Association Test. Thus, the study presented analyzes on how project managers conceive their conscious and unconscious perception of how marketing and project management can reconcile into a theoretical and practical convergent concept. The results provide evidence of a positive and significant influence of conscious and unconscious processes on project success. It was also revealed that these processes act independently, enhancing the project's success. INDEX TERMS Cognitive process, market orientation, project management, success in projects.

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The role of innovativeness-based market orientation on marketing performance of small and medium-sized enterprises in a developing country

Cited by 25 publications

References 26 publications

Determinants of innovation and its impact on financial performance in South African family and non-family small and medium-sized enterprises

Determinants of innovation and its impact on financial performance in South African family and non-family small and medium-sized enterprises

The Effect of Market Orientation Towards Small and Medium Enterprises Batik Entrepreneurial Marketing: A Case Study in Indonesia

Relationship Between Marketing and Project Management Success Through Cognitive Process Lens

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