Abstract
PurposeThis paper aims to provide an examination of firms’ strategic orientations, innovativeness and performance with large Korean companies.Design/methodology/approachThe authors investigated the impacts of firms’ major key strategic orientations (customer orientation [CO], competitor orientation [PO], technology orientation [TO] and internal/cost orientation [IO]) on firm innovativeness (INNO) and performance outcomes with large Korean companies.FindingsThe results of the analysis showed that CO, PO and TO positively influence the innovativeness, which contributes to firm performance.Originality/valueThe authors provide some managerial implications on the multiple roles of strategic orientations on firm INNO and performances, along with limitations of this study and future research directions.
Highlights
IntroductionFirm innovativeness (hereafter, INNO) has been regarded as a critical component for the success of firms in many academic fields, such as marketing, strategic and
Firm innovativeness has been regarded as a critical component for the success of firms in many academic fields, such as marketing, strategic and© Sohyoun Synthia Shin and Sungho Lee
This could be interpreted such that INNO is related to customer satisfaction (CS) more strongly than to ADAPT, yet financial performances (FPs) is more generated by ADAPT than CS
Summary
Firm innovativeness (hereafter, INNO) has been regarded as a critical component for the success of firms in many academic fields, such as marketing, strategic and. © Sohyoun Synthia Shin and Sungho Lee. Published in the Asia Pacific Journal of Innovation and Entrepreneurship. This paper has not been submitted for publication elsewhere in any language. Earlier versions and ideas of this paper were presented at 2010 Summer Marketing Educators’ Conference (USA) held by American Marketing Association and 2011 ICIM (International Conference on Innovation & Management) held by Yamaguchi University in Japan
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