Role Of Strategic Orientation Research Articles

Relationship between innovation and firm performance and the role of strategic orientations

Purpose The purpose of the present paper is to analyse the impact of entrepreneurial orientation (EO) and customer orientation (Co.) on innovation in the restaurant industry, as well as how innovation also positively influences financial and market performance. Likewise, it is analysed whether human capital (HC) and competitive strategy (CS) have a moderating effect between innovation and performance. Design/methodology/approach To reach the stated goals, a survey was applied to 129 entrepreneurs in the restaurant industry in Baja California, Mexico and using partial least squares structural equation modelling, the research hypotheses were verified. Findings Results indicate that EO and Co positively influence innovation, which also furthers better financial and market firm performance; however, no moderating effect was found for HC nor CS. Practical implications The findings allow contributing from a practical-entrepreneurial standpoint, as it raises awareness about the importance of developing strategies that allow efficiently gaining knowledge to encourage a culture in the restaurant industry focused on EO and Co, which, for their part, will boost the design and implementation of innovations. Social implications The paper contributes to understanding the behaviour of HC and CS, which may have an influence or not, depending on the role they have within a system. Originality/value This paper contributes to raising awareness of the importance of developing strategies that allow efficient knowledge to foster a culture in the restaurant industry focused on entrepreneurship and clientele.

Strategic Orientation and New Product Development Performance of Academic Spin-Offs: The Importance of Team Cohesion and Team Heterogeneity

Prior studies have highlighted the importance of team heterogeneity and team cohesion in supporting academic spin-offs during their commercialization activities. However, there has been little insight into the role of strategic orientation, namely speed to market and product performance, in moderating the relationship between team characteristics and market performance in the new product development process. From the analysis of 105 academic spin-offs, this article suggests that team heterogeneity is more likely to support a strategic orientation focusing on product performance, whereas team cohesion supports both speed to market and product performance. This article provides both theoretical and practical recommendations for managing academic spin-offs for the development of new products, especially highlighting the importance of building a heterogeneous team while at the same time maintaining cohesion among team members.

The Role of Strategic Orientation on the Relationship Between Strategic Management and Organizational Performance in Jordan

The Role of Strategic Orientation on the Relationship Between Strategic Management and Organizational Performance in Jordan

When to become an electronic business venture after the COVID-19 pandemic? The role of strategic orientation and perceived environmental turbulence in determining online market entry timing.

After the COVID-19 epidemic, a growing number of commercial entities have decided to enter the online platform and operated as an electronic business venture. However, the timing of entering the online market is a strategically important issue. On the basis of social capital theory and resource-based view, this study attempts to understand the different impacts of two strategic orientations (i.e., Guanxi orientation and entrepreneurial orientation) and perceived environmental turbulence (i.e., market turbulence and political turbulence) on online market entry timing. We test four hypotheses using data collected from 174 Chinese companies. Our results confirm that entrepreneurial orientation negatively impacts online market entry timing, and this effect is moderated by perceived market turbulence such that the negative relationship between entrepreneurial orientation and online market entry timing will be strengthened in higher market turbulence. By contrast, Guanxi orientation positively impacts online market entry timing, and the positive relationship between Guanxi orientation and online market entry timing will be weakened in higher political turbulence. Implications and future research directions are discussed.

The Role of Strategic Orientation in Human Resources Re-engineering: An Analytical Study of the Opinions of a Sample of Administrative Leaderships at the University of Mosul

The strategic orientation is a necessary need for the success, continuity and survival of organizations in general, which has imposed on us the re-engineering of human resources, which is one of the most important resources of the organization, which is compulsory and not optional re-engineering in order to face the challenges and stormy conditions and fluctuate between collapse and destruction on the one hand and reconstruction on the other hand The two are under the current and future circumstance, and the current research came to test the relationship and impact between the strategic direction represented by its dimensions (vision, mission, strategic goals, values) and the re-engineering of human resources represented by its dimensions (the human dimension, the technological dimension, the organizational dimension), and in light of data analysis Compiled by means of a questionnaire distributed on a sample consisting of (administrative leaderships at the University of Mosul), and the research reached some conclusions that confirmed the existence of a correlation and effect between the two research variables as well as the existence of a variation in the impact of the component dimensions of the strategic direction in re-engineering human resources, which led To present some proposals that emphasized the need for the leaders of the researched organization to pay attention to the research variables, as well as other proposals necessary for the organizer. General and the researched especially with regard to the research variables.

The Role of Strategic Orientation in Human Resources Re-Engineering: an Analytical Study of the Opinions of a Sample of Administrative Leaderships at the University of Mosul

The Role of Strategic Orientation in Human Resources Re-Engineering: an Analytical Study of the Opinions of a Sample of Administrative Leaderships at the University of Mosul

Role of Strategic Orientation for Indian Startups in Operating in Turbulent Environment

Role of Strategic Orientation for Indian Startups in Operating in Turbulent Environment

The Role of Strategic Orientation in the Application of TQM Requirements Survey of the Views of a Sample of Employees of the General Company for Electrical Industries-Waziriya

The Role of Strategic Orientation in the Application of TQM Requirements Survey of the Views of a Sample of Employees of the General Company for Electrical Industries-Waziriya

Alliance Portfolio Diversity and Market Performance: The Moderating Role of Strategic Orientation

Acknowledging existing ambiguity about the performance consequences of diversity within a firm’s alliance portfolio, this study offers a more nuanced perspective on the multidimensional construct a...

LEARNING ORIENTATION, ENTREPRENEURIAL ORIENTATION, INNOVATION AND THEIR IMPACTS ON NEW HOTEL PERFORMANCE: EVIDENCE FROM SURABAYA

Based on investor perspective, Surabaya city is still recognized as a promising investation land especially in the tourism industry. As can be seen based on recent last three years, whereas a lot of new hotel establishment is introduced. The presence of these new hotel establishments could be the indicator of tourism and economic growth in Surabaya city. However, growth may also lead to tighter competition. Therefore, to competitively compete during its early years, new hotel establishment should have a strategic orientation within its business operations with additional innovation breakthrough to create value or a competitive advantage. New hotel establishment also should maintain its good performance. This research is conducted to observe the implementation of Strategic Orientation, especially related with Learning Orientation and Entrepreneurial Orientation which is conducted by the establishment to achieve a better performance, which is also supported by the predesigned innovative programs. The empirical result based on 49 new hotel establishment in Surabaya city as the research sample, indicated indirect relationship between Learning Orientation and Entrepreneurial Orientation to performance with innovation as the mediator. It is suggested to add Market Orientation as the intervening variables for the future research especially regarding the role of Strategic Orientation and Innovation in new hotel establishments due to their infancy stage.

The Role of Strategic Orientations and Ambidextrous Innovation in the Accelerated Internationalization of INVs: Conceptual Framework and Research Agenda

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Strategic Orientation and External Environment on Organizational Commitment

Aims of this study is to investigate the impact of the dimensions of strategic orientation (i.e. customer orientation, competitor orientation and interfunctional coordination) and the aspects of external environment (i.e., market turbulence and competitive intensity) on organizational commitment in the agricultural bank in AL-Qadissya governorate in Iraq. Materials and methods -To achieve the aim the data collected through questionnaire survey applied to 54 employees in various departments of the bank. The data analysis performed by using SPSS (version 20) and R program. Results -Statistical findings revealed there is a significant relationship between competitor orientation, interfunctional coordination, competitive intensity and organizational commitment. There is no significant relationship between market turbulence, customer orientation and organizational commitment. Conclusion - These findings introduce useful views and conclusion for the management to take into account for developing organizational commitment among their employees. According to the study, all the dimensions of strategic orientation and influences of external environment to increase organizational commitment could enhance findings. Besides, findings have significant implications for a bank’s strategies to develop organizational commitment and to uncover the influences of market turbulence and competitive intensity. Managers should take interest in the role of strategic orientation besides external environment to improve organizational commitment. Managers should also develop a robust culture which reflects organizational commitment in order to ensure the survival of the bank and its growth when facing competitors and overcoming any challenges.

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

The present study investigates strategic orientations as means through which small and mediumsized enterprises may operate during an economic crisis to benefit from available opportunities. It also examines how financial capital availability affects these relationships. We contribute to the existing literature on strategic orientations by applying an integrative approach to the phenomenon and contextualizing it in the times of crisis. The hypotheses of the study are tested empirically using a dataset of 599 Russian SMEs collected during the economic crisis in 2015–2016. Results reveal a positive relationship between entrepreneurial orientation, market orientation and performance of Russian firms in the crisis context. The study emphasizes the important role of financial capital in the firms’ ability to take advantage of the complementarity of strategic orientations during the period of economic instability.

The influence of strategic orientation on new product development: mediating role innovation, knowledge management and organisational capabilities: an empirical investigation

The purpose of this study is to investigate the effect of strategic orientation on new product development focusing on mediating role of manufacturing innovation, knowledge management and organisational capabilities using path analysis. For this purpose, 138 ceramic tile experts participated in the study. They responded to strategic orientation, manufacturing innovation, knowledge management, organisational capabilities and new product development inventories. Path analysis showed that strategic orientation had a positive significant effect on knowledge management, organisational capabilities and manufacturing innovation. Knowledge management had a positive significant effect on organisational capabilities, new product development and manufacturing innovation. Organisational capabilities and manufacturing innovation had a positive significant effect on new product development. Strategic orientation had a positive significant effect on new product development through knowledge management, organisational capabilities and manufacturing innovation. Overall, findings emphasised the role of strategic orientation, manufacturing innovation, knowledge management and organisational capabilities on new product development.

The role and impact of firm’s strategic orientations on launch performance: significance of relationship orientation

Purpose This study examines the role and relative impact of market orientation, product orientation and relationship orientation on new product launch performance, investigating product advantage and market-based assets as alternative mediating mechanisms, which link these strategic orientations to launch performance. Design/methodology/approach Survey data from the pharmaceutical industry are used to test hypotheses in the research model using partial least squares modeling. Findings Findings show that while each examined strategic orientation relates positively to launch performance, their performance effects and related mechanisms vary significantly. Results demonstrate a firm’s relationship orientation is the strongest predictor of launch performance, and accumulated market-based assets represent an alternative relational mediator besides product advantage linking firms’ orientations and launch performance. Research limitations/implications The empirical study is based on cross-sectional data collected in one specific industry sector. The authors encourage researchers to confirm the key findings in different industry and other contextual settings. Practical implications New product launch can be effectively managed as a relational activity. Firms benefit from paying explicit attention to strategic orientations and relationships. Especially, top management should foster a relationship-oriented organizational culture, develop relational competences and fully use the firm’s accumulated market-based assets for increased launch performance. Originality/value The study extends knowledge on the role of strategic orientations in launch performance by highlighting the significance of relationship orientations and providing novel knowledge on the key mediating mechanisms between strategic orientations and launch performance.

Antecedents of corporate entrepreneurship in Iran: the role of strategic orientation and opportunity recognition

In a study of 130 Iranian small- and medium-sized enterprises (SMEs), we predict and find that market orientation, learning orientation, and their interaction are positively related to opportunity recognition, which impacts firm-level corporate entrepreneurship positively. This study makes two important contributions to the corporate entrepreneurship literature. First, the majority of studies on corporate entrepreneurship concern western economies or China; as such, we broaden research on the international context of corporate entrepreneurship by examining a unique dataset of Iranian SMEs, which have grown significantly in recent years during their transition to knowledge-based enterprises. Second, we build upon previous literature on corporate entrepreneurship antecedents by explicating and testing the relationships of how and when learning orientation and market orientation affect opportunity recognition and the development of corporate entrepreneurship.

When Is Open Innovation Beneficial? The Role of Strategic Orientation

Various scholars have accomplished a great deal to better understand open innovation effectiveness. Case studies have detailed its performance effects, while other studies showed the effectiveness of an aspect of open innovation, such as collaboration with third parties, external technology commercialization, and cocreation. Though most studies report a positive relation between open innovation and innovation performance, some studies indicate possible negative effects. This has resulted in a call for research on what kind of organizational context suits open innovation best.This study therefore addresses two questions: (1) does performing open innovation activities lead to increased innovation performance, and to which aspects of innovation performance is open innovation most strongly related? (2) what is the moderating impact of various kinds of strategic orientation on the relation between open innovation and innovation performance? In this study, we investigate three types of strategic orientations: entrepreneurial orientation, market orientation, and resource orientation.In a survey among 223 Asian service firms, we first develop and test a comprehensive measurement scale for open innovation that captures the entire range of open innovation activities, including outside‐in activities, inside‐out activities, and coupled activities. The final scale comprises of 10 items and indicates to what extent a firm has implemented open innovation activities.Next, we study the relation between open innovation and innovation performance. The results indicate that performing open innovation activities is significantly and positively related to all four dimensions of innovation performance: new product/service innovativeness, new product/service success, customer performance, and financial performance. The impact of open innovation is not limited to a particular aspect of innovation performance; it positively affects a broad range of innovation performance indicators. Though open innovation is positively related to all four dimensions of innovation performance, the effect sizes are not equal. The impact on new service innovativeness and financial performance is relatively stronger.Regarding the influence of a firm's strategic orientation, we find that all significant moderation effects are positive. This suggests that, in general, having a more explicit strategic orientation enhances the effectiveness of open innovation. When comparing the three strategic orientations, entrepreneurial orientation strengthens the positive performance effects of open innovation significantly more than market orientation and resource orientation do. In turn, market orientation has a significantly stronger moderation effect than resource orientation. These findings provide empirical evidence of the context dependency of open innovation. Especially an entrepreneurial orientation, which is associated with proactive and entrepreneurial processes, seems to create a fertile setting for open innovation.

The effect of strategic orientations on business performance in SMEs

Purpose – The present study sheds light on the role of strategic orientations (SOs) in explaining business growth. The purpose of this paper is to examine how different SOs, namely learning orientation, entrepreneurial orientation, market orientation and brand orientation simultaneously affect business performance measured with brand performance, market performance and business growth in SME context and whether these effects vary across countries. Design/methodology/approach – An extensive data set of 1,120 effective responses is collected from two European countries, namely Hungary, representing a post socialist rapidly growing market, and Finland with a stable, highly developed and competitive economy. A multigroup moderation analysis is conducted. Confirmatory factor analysis is used in testing measurement invariance, subsequently followed by structural equation modeling procedure used in testing research hypotheses developed on the basis of a literature review. Findings – The results show that entrepreneurial orientation, market orientation and brand orientation have a positive effect on business growth in SMEs in both Hungary and Finland through brand and market performance. With regard to learning orientation, a positive yet somewhat weak effect on growth is found only in the Hungarian sample. The moderation analysis reveals that country moderates several of the hypothesized paths from SOs to business performance. Originality/value – Prior studies on SOs have mainly focussed on single orientations at any given time. However, researchers increasingly argue that many firms are better off if they build their strategies on multiple SOs. To the best of the authors’ knowledge, this study is one of the first empirical studies to address multiple (four) SOs in the same research model. Furthermore, little is known about if and how the performance effects of different SOs vary across countries.

Managerial social networks and strategic flexibility: the role of strategic orientation

PurposeThis paper aims to examine how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic orientation perspective. External social networks can affect strategic flexibility positively. Different orientations could have repercussions for the relationship between external social networks and strategic flexibility.Design/methodology/approachThe data came from surveys completed by the managers of 188 Spanish firms. The methodology used was regression analysis.FindingsThe authors observe that external social networks affect strategic flexibility positively, more strongly when the networks are greater in size. The sample was classified into three groups: conservative, intermediate and entrepreneurship firms. The authors find that other effects vary according to the kind of strategic orientation in the organization. Both findings support and extend social capital and network theory and flexibility literature.Research limitations/implicationsThe interviews were held with Spanish CEOs, and the character of the research was cross‐sectional. This could have implications for the generalizability of the findings.Originality/valueThe authors' results extend previous research not only by highlighting the importance of CEOs' social networks in driving strategic flexibility but also by indicating how different strategic orientations either enhance or inhibit this relationship.

How Many and What Kind? The Role of Strategic Orientation in New Product Ideation*

Existing studies on the role that strategic orientation plays in companies' innovation efforts primarily focus on identifying the relationship between strategic orientation and innovation performance for launched new products. In contrast, this article investigates how the different types of strategic orientation (i.e., customer, competitor, and technology orientations) influence the front end of innovation. Specifically, this research examines how strategic orientation relates to new product ideation outcomes such as ideation volume (i.e., how many new product ideas are generated) and ideation novelty (i.e., how innovative ideas are). The model developed in this study includes both direct effects of strategic orientation on new product ideation and indirect effects on ideation, mediated by an organization's market search behavior targeted at uncovering new product ideas. A survey of 182 marketing and technical managers, whose responses are analyzed with partial least squares (PLS), reveals that firms characterized by a competitor orientation search their markets significantly more for new product ideas than firms marked by a technology or customer orientation. An emphasis on market search behavior, in turn, leads to significantly greater quantities of new product ideas generated by the firm. Neither a competitor nor a customer orientation significantly enhances the novelty of new product ideas, which is augmented only by technology orientation. The data also reveal that product ideation novelty is significantly enhanced by a technology orientation regardless of the level of market turbulence faced by the innovating firm. Together, these findings suggest that market orientation may have a greater influence on the implementation and commercialization stages of new product development than on new product ideation.