Explore the vast range of titles available.

Purpose This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of small- and medium-sized enterprises (SMEs) under strategic-hybrid orientation (SHO) theory. Design/methodology/approach The data collected from the SABI NEO international database has 90 companies in 13 medium-to-high and high-tech activity sectors. The authors used partial least squares structural equation modelling to test the research model. Findings Business strategies match a SHO that includes both orientations, i.e. EO and CO. Moreover, as expected, the authors found evidence that each orientation produces performance-related sign-opposite significant impacts. Finally, the hypothesis regarding the positive synergistic effect of both orientations (EO and CO) on PBP was also supported. Research limitations/implications One stems from the study’s cross-sectional nature, requiring a longitudinal approach. Another one resides in the absence of further examinations concerning multigroup analysis. Another restraint is the limitedness of data, focused on firms with med/high-tech intensity. For last, while the use of results in the initial stages of theory development can be beneficial, it is important to note that such results cannot be simply extrapolated or generalized to other industrial sectors without careful consideration of the contextual factors at play. Social implications This study humbly endeavours to contribute to the finality of SMEs’ more steady and prosperous existence concerning the consciousness of the need to improve labour stability and wage fairness, conditions such as requiring a continuous commitment. Originality/value In this study, the authors aimed to investigate the impact of SHO on SMEs’ PBP. To this end, the authors simultaneously used two different strategic orientations (SOs): EO, which is widely studied in the literature, and CO, which has been less researched. The authors also examined their synergistic effects on PBP. The authors’ approach is based on Venkatraman’s strategic orientation of business enterprises model and the comparative paradigm of SOs.

Theoretical framework--This study relied on the conceptual effect of a long-term orientation and selling capability on selling strategies, as well as the influence of these on the impact of the social enterprise. Practical & social implications of research--This research showed that a focus on a long-term strategic orientation and the development of selling capability was mainly articulated with a relational selling strategy in social enterprises that seek to achieve a better social impact.

Under limited financial and human resources, factors such as technological progress, increased life expectancy, and increased medical needs argued that health organizations should define their strategic direction in line with these challenges. The purpose of this paper is to determine the types of competitive advantage that Romanian healthcare organizations seek, as well as the types of organizational strategy, according to Porter’s Generic Strategy Model, from a Contingency Theory Perspective For this purpose, the collection and analysis of primary data, resulting from the answers provided by a sample relevant to the topic addressed, respectively, employees from the health system were enrolled. Scales measuring the orientation of health organizations toward obtaining competitive advantages through differentiation and through costs, as well as the range of strategic activities, were validated by exploratory factor analysis, and for the analysis of the results used the independent samples t test; additionally, one-way multivariate analysis of variance (One-Way MANOVA) and Hotelling’s T2 test were also used. The results of the research highlighted that, in general, healthcare units aim to achieve superior performance compared to competitors by differentiating the products/services offered, rather than reducing costs, and the tendency to aim to achieve one (or both) type(s) of competitive advantage, as well as the scope of strategic activities in which it is achieved, differ according to several contingency factors, including location in a certain geographical area, the type of health organization, and their age and size.

Purpose The aim of this paper is to explore the specific relationship between managerial power and enterprise innovation performance. Combined with managerial power theory and stewardship theory, financing constraints and strategic orientation, including, strategic market orientation and strategic technology orientation are included in the analysis framework to test how managerial power influences enterprise innovation performance in detail from the perspective of enterprise internal influence mechanisms. Design/methodology/approach Based on the A-share listed companies in Shanghai and Shenzhen covering the period from 2001 to 2017, this paper uses the ordinary least square method (OLS) to explore how managerial power affects enterprise innovation performance. Findings The results show that managerial power has a positive impact on enterprise innovation performance. Furthermore, the authors find that financing constraints, strategic market orientation and strategic technology orientation all have partial mediating effects in the relationship between managerial power and enterprise innovation performance. Originality/value This paper verifies the application of managerial power theory and stewardship theory in the relationship between managerial power and enterprise innovation performance in Chinese A-share listed companies, contributing to the literature on enterprise innovation. Moreover, by introducing the mediating mechanisms of financing constraints, strategic market orientation and strategic technology orientation, this paper builds an effective path for in-depth study to analyze how managerial power influences enterprise innovation performance and finds ways to improve enterprise innovation performance from the inside view of the enterprise.

Purpose The purpose of this paper is to explore the relationship between three variables of strategic orientation (market orientation, technology orientation entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector. Design/methodology/approach This study employed a quantitative research design where 252 questionnaires were collected form respondents operating in various pharmaceutical companies in Jordan to obtain necessary data to test the hypotheses developed for the study. Multiple regressions were used to analyze the research data. Findings The results of the analysis revealed that strategic orientations were positively and significantly related to organizational performance. The findings also showed that market orientation contributed the most to the enhancement of organizational development followed by technology orientation and finally entrepreneurship orientation. Practical implications These findings contribute to the understanding of the importance of employing multiple strategic orientations in order to enhance organizational performance, particularly in pharmaceutical companies Originality/value This is the first study which adequately covers the relationship between three variables of strategic orientation (market orientation, technology orientation, entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

Product innovation has been considered one of the main drivers of value creation, the prerequisite for market success, and often for business survival, particularly in high-tech industries. At this, strategic orientation is seen as the principle directed to achieve superior innovation. Miles and Snow’s strategic orientation has been one of the most important and intensively studied typologies throughout the world, even though empirical evidence on its particular propositions is not clear enough. Direct and indirect impact of strategic orientation on product innovation can be influenced by certain environmental and organizational contexts as well as other capabilities, e.g., customer knowledge management (CKM). Studies carried out on strategic typologies and CKM have usually reported mixed results. The purpose of this conceptual paper is to provide a framework to enhance the understanding and to investigate the relationship between strategic orientation and product innovation and the mediating effect of CKM, at the same time contributing to the existing number of valuable researches that provide the much needed knowledge in understanding product innovation phenomenon. Hence, there is a need to conduct an empirical study to validate the proposed conceptual framework and to ascertain the relationship among different variables in this framework.

Purpose - Global outsourcing shifts manufacturing jobs to emerging countries, which provides new opportunities for improving their economic development. The authors develop and test a theoretical model to predict first, how sustainable supply chain initiatives might influence reverse logistics outcomes and second, the impact of eco-reputation and eco-innovation orientation strategies on the deployment of sustainable supply chain initiatives. The paper aims to discuss these issues. Design/methodology/approach - The proposed new model of antecedents and outcomes of sustainable supply chain initiatives underwent a rigorous empirical test through structural equation modeling with samples from an emerging market. Findings - The results show that firms that implement sustainable supply chain initiatives can realize positive reverse logistics outcomes; the study also provides new insights into eco-innovation and eco-reputation strategic orientations as theoretically important antecedents of sustainable supply chain initiatives. Research limitations/implications - Though the authors identify three components of sustainable supply chain initiatives, other components could exist, and ongoing research should investigate them. Practical implications - The findings have important implications for managers in emerging markets seeking to initiate ecologically friendly business practices. The authors offer strong evidence of the benefits obtained from reverse logistics in sustainable supply chain initiatives. Policy makers and firms attempting to nurture sustainable supply chain initiatives should not overlook the important role of eco-reputation and eco-innovation strategic orientations, which the results identify as important enablers. Originality/value - This study offers evidence of the critical role of eco-reputation and eco-innovation strategic orientations in deploying sustainable supply chain initiative programs, as well as of their mutual effects. This study also offers empirical evidence that implementing sustainable supply chain initiatives leads to reverse logistics, creating value, and a new source of competitive advantages.

PurposeThe purpose of the research was to examine the effect of strategic orientation on organizational innovativeness of small and medium enterprises (SMEs). Moreover, in order to highlight the constructive role of strategic orientation, the study also observes the intervening role of strategic alignment and moderating role of strategic flexibility.Design/methodology/approachData were collected from 209 owner/managers of SMEs through self-administered questionnaires. Descriptive statistics, correlation and hierarchical regression were used for testing the study hypotheses.FindingsResults revealed that strategic orientation is positively related to SMEs innovativeness. Strategic alignment mediates between the strategic orientation and innovativeness link. Furthermore, the findings also established that the association between strategic orientation and strategic alignment is stronger when SMEs are strategically flexible.Originality/valueOrganizational innovativeness is of vital importance for SMEs strength, especially in the context of developing economies. Although researchers have acknowledged several antecedents of SMEs innovativeness, however, it is still unclear how strategic orientation influences organizational innovativeness. Moreover, the study focuses on another important element of strategic alignment through the integration of goals and strategies to achieve innovativeness.

PurposeThis study aims to investigate how the interplay of multiple strategic orientations influences the growth-based performance of small and medium enterprises (SMEs). The authors have specifically examined the direct and complementary effects of multiple strategic orientations [i.e. entrepreneurial orientation (EO), market orientation (MO) and sustainability orientation (SO)] on firm performance.Design/methodology/approachThe data have been collected from 410 SMEs operating in Pakistan.FindingsThe results revealed that the multiple strategic orientations (EO, SO and MO) have positive direct as well as complementary effects on SMEs' growth-based performance. Specifically, the joint effects of EO and MO were shown higher than other combinations and complementarities. Moreover, the direct effect of SO is found far lesser than the joint implementation of SO with either EO or MO.Originality/valueThis study provides key insights into corporate sustainability, strategic orientations and SME performance literature. The implications for theory, practice, policy and future research are discussed.

Purpose The purpose of this paper is to analyse the direct effects of strategic orientation in innovation and competition on personalisation and codification type knowledge management (KM) strategies and their organisational creativity. Design/methodology/approach The authors counter-checked the hypothesis model with a sample of 169 companies in emerging markets that adopt technology: a country such as Colombia. To do so, the authors used structural equations with the least squares model. Findings The data indicate that both KM strategies positively influence creativity; however, personalisation has a greater effect. Additionally, SG for innovation has a positive effect on both KM strategies; however, for competition, KM only has an influence on codification. Originality/value The relation between KM strategies and creativity has been approached on a strictly theoretical level; therefore, this paper provides empirical evidence on the subject. It also establishes the direct effect that SG has on KM strategies, which have so far only been tangentially analysed. In so doing, it goes further than the limitations in the literature regarding analysis of the KM-creativity relationship, but it does not consider business strategy implications. Objetivo el artículo busca analizar los efectos directos de la orientación estratégica (OE) a la innovación y a la competencia, sobre las estrategias de gestión del conocimiento (GC), de personalización y codificación y, de estas últimas, sobre la creatividad organizacional. Metodología el modelo de hipótesis se contrastó en una muestra de 160 empresas situadas en un país emergente y tecnológicamente seguidor como Colombia. Para ello, se utilizaron ecuaciones estructurales por el método de los mínimos cuadrados. Resultados los datos indican que ambas estrategias de GC influyen positivamente sobre la creatividad, sin embargo, el efecto de la personalización es mayor. Además, la OE a la innovación incide positivamente sobre ambas estrategias de GC, sin embargo, la OE a la competencia solo influye sobre la codificación. Originalidad la relación entre estrategias de GC y creatividad se ha planteado en el plano estrictamente teórico, por ende, este artículo aporta evidencia empírica sobre el particular. Además, establece el efecto directo de la OE sobre las estrategias de GC que ha sido analizado de manera tangencial y, de este modo, se superan las limitaciones que se han planteado en la literatura en torno a la forma como se ha venido analizando la relación GC-creatividad, sin considerar las implicaciones de la estrategia del negocio.