The Interplay between Market, Innovativeness, Learning, and Entrepreneurial (MILE) Strategic Orientations and Export Performance: A Configurational Perspective Using fsQCA: An Abstract

Abstract

The literature has discussed numerous strategic orientations as determinants of export performance including export market orientation (MO) (Cadogan et al. 2006; Cadogan et al. 2009; Young 2005), international innovativeness orientation (IO) (Kropp et al. 2006; Lages et al. 2009; Monreal-Perez et al. 2011), learning orientation (LO) (Kropp et al. 2006; Souchon et al. 2012), and entrepreneurial orientation (EO) (Boso et al. 2012; Knight 1997; Kropp et al. 2006; Lisboa et al. 2011; Sundqvist et al. 2012). Notably, most of these cited papers have used an isolated perspective of a single orientation. Such approaches are problematic, as firms regularly use multiple strategic orientations (Cadogan 2012), which are interrelated and have mutually dependent influences on firm performance (Deutscher et al. 2016). Additionally, the notion that firms can be too market- (Cadogan et al. 2009), entrepreneurial-, or innovative-oriented (Bhuian et al. 2005) underscores the importance of potential relationships among the four orientations (market, innovativeness, learning, and entrepreneurial orientations, hereunder MILE) and export performance.