共查询到20条相似文献,搜索用时 15 毫秒
1.
Michael Valos Michael Jay Polonsky Felix Mavondo John Lipscomb 《Journal of Marketing Management》2013,29(7-8):713-746
AbstractThe unique characteristics of social media (SM) have made it difficult to implement this tool within many large organisations. This paper seeks to identify the implementation challenges and evaluate alternative organisational orientations that may provide solutions. We aimed to reconcile theory with current practice by integrating the extant literature with data from three focus groups involving 27 senior marketing executives. The managerial discussions identified additional challenges to those previously discussed in the literature, which appear to result from SM’s unique characteristics. These include: interactivity, the integration of communication into distribution channels, collaborative media and information collection. Using both broad orientation models (market orientation and entrepreneurial orientation) and a specific digital orientation (e-marketing orientation), guidelines and research propositions for effective implementation are put forward. 相似文献
2.
Prior research indicates that an inverted U-shaped relationship exists between entrepreneurial orientation (EO) and firm performance. This study argues that the inverted U-shaped relationship may depend on the level of market orientation (MO). A moderated hierarchical regression based on a sample of 307 non-profit service organizations reveals that an inverted U-shaped relationship exists between each sub-dimension of EO and performance. However, these relationships do not exist for each sub-dimension of MO. When both market intelligence generation and responsiveness are high, the relationship between innovativeness and performance will be in a linear form. Under the condition of high-market intelligence responsiveness, the higher proactiveness will lead to a higher performance level. These findings will better our understanding of the relationship between EO and firm performance. 相似文献
3.
Junaid Aftab Monica Veneziani Huma Sarwar Muhammad Ishtiaq Ishaq 《Business ethics (Oxford, England)》2022,31(2):419-437
The current study examines the mediating role of innovation and entrepreneurial competencies in entrepreneurial orientation’s relationship with financial, social, and environmental performance. This research also determines the role of social ties in strengthening the association between innovation and entrepreneurial competencies with social, financial, and environmental performance. Using multi-source and time-lagged studies, the data was collected from 297 small and medium-sized enterprises (SMEs) in Pakistan, and structural equation modeling was used to test direct, indirect, and moderating hypotheses. The findings show that entrepreneurial orientation, entrepreneurial competencies, and innovation positively correlate with all the types of performance under investigation and confirm the mediating role of innovation and entrepreneurial competencies. Additionally, social network ties strengthen innovation—financial performance, and entrepreneurial competencies—social performance relationship. This research proposes significant theoretical and managerial implications by determining the impact of entrepreneurial orientation on SMEs in Pakistan. 相似文献
4.
Leonidas A. Zampetakis Melina Vekini Vassilis Moustakis 《The Service Industries Journal》2013,33(6):897-910
In this research article, the authors draw on the theoretical insights of the strategic entrepreneurship literature and examine the relationships among entrepreneurial orientation, access to financial resources, and broadcasted product performance using survey data from Greek television enterprises. Data were based on companies' chief executive officers. Results of Bayesian path analysis indicate that access to financial resources fully mediates the effect of entrepreneurial orientation on product performance. Recommendations for further research are discussed. 相似文献
5.
This paper sheds light on the importance of entrepreneurial marketing (EM) in the context of new technology ventures (NTVs) first product commercialisation. This study explores the role of EM expressed as the degree of complementarity between entrepreneurial orientation (EO) and market orientation (MO) in driving firms’ innovation activities including competence exploration and exploitation in achieving first product performance (FPP). The results of a survey drawn from Indian NTVs identify a significant effect for the complementarity of EO–MO on exploratory and exploitative innovation activities. Furthermore, the findings indicate a positive effect of both exploratory and exploitative activities in enhancing FPP and the contingency role of marketing capabilities (MCs) in enhancing the impact of competence exploration and exploitation in first product commercialisation. 相似文献
6.
Based on resource-based view (RBV), this study examines the impact of marketing-related resource (market orientation) and innovation-related resources (innovation orientation and innovation resources) on exporters' performance (new product performance and overall export performance), as well as moderating role of environmental turbulence in the market orientation and export performance link. The questionnaire survey conducted among 220 manufacturing exporters reveals that there exist positive relationships among the constructs in question. This research departs from the majority of past research investigating the relationship among market orientation, product innovation and business performance in three aspects: (1) it examines the impact mechanism how market orientation improves new product performance and export performance through innovation orientation and innovation resources based on RBV, (2) it distinguishes among three constructs involved in product innovation activity, and (3) it extends the research from domestic markets to export markets. We conclude by discussing our contributions, the implications, and possible future extensions. 相似文献
7.
Michael J. Valos Felix T. Mavondo Munyaradzi W. Nyadzayo 《Journal of Strategic Marketing》2019,27(1):1-20
Increasingly organisations are using social media due to its advantages over traditional media however, its successful implementation has been problematic. To address this issue this study drew from the organisational orientation literature to examine alternate frameworks for implementation. Survey data were obtained from senior marketers from various Australian industries and structural equation modelling was used to test the hypothesised relationships. The study identified the components of alternate strategic orientations which were positively or negatively related to social media performance. The contribution of the study is to identify how the different emphasis within market, entrepreneurial and e-marketing orientations impact social media performance in terms of customer retention and customer acquisition. Implications for theory and practice are provided. Finally, research limitations and future research suggestions are presented. 相似文献
8.
The purpose of this study is to examine how firms implement social media systematically to drive strategic marketing actions. To this end, the study conceptualises social media implementation as a multidimensional, organisational construct composed of social media strategy, active presence, customer engagement initiatives and social media analytics. Using primary data, the study operationalises the social media implementation construct and tests its effect on firm performance isolated into social media performance and marketing performance. The results indicate that all except the active presence dimension of social media implementation are positively related to social media performance. The results further indicate that social media performance is positively related to marketing performance. The study contributes to the literature by offering a novel conceptualisation and empirical validation of the social media implementation construct. 相似文献
9.
Nathaniel Boso Jonathan Annan Ifedapo Adeleye Nkemdilim Iheanachor Bedman Narteh 《Thunderbird国际商业评论》2018,60(2):207-230
Export strategic orientation research suggests that export entrepreneurial orientation (EO) and market orientation (MO) directly affect export performance. Based on the dynamic capability theory, this study hypothesizes that export resource transformation capability is an intervening factor that helps explain how EO and MO, individually and jointly, impact export performance. Using archival and survey data from small and medium‐sized exporters in the United Kingdom and Nigeria, the study finds that export resource transformation capability partially mediates the individual effects of EO and MO on export performance in both samples. Results further show that export resource transformation capability does not mediate the joint effect of EO and MO on export performance. The findings help provide a more complete understanding of how export strategic orientations might be related to export performance. © 2016 Wiley Periodicals, Inc. 相似文献
10.
International springboard is an entrepreneurial act that requires international entrepreneurial orientation (IEO). An important aspect of international springboard is the establishment of a deeply localized flagship foreign subsidiary to help pursue diverse international strategic goals. We model parent-level IEO as a mediator in the relationships between diversity of international strategic goals and flagship subsidiary localization strategies (customer responsiveness, market scope, and local cooperativeness). The results from a sample of 208 Chinese MNEs demonstrate that the three dimensions of IEO (innovativeness, proactiveness, and risk taking) play an important but differentiated mediation role. The study illustrates the connection between parent-level entrepreneurial behavior and subsidiary-level strategic actions through which MNEs capture cross-national entrepreneurial opportunities. 相似文献
11.
Competitive strategy in the market-focused business 总被引:3,自引:3,他引:3
Market orientation is a business culture which enlists the participation of all employees for the purpose of creating superior value for its customers and superior performance for itself. A substantial body of research finds a positive relationship between a business's magnitude of market orientation and its performance. However, there has been no research into the competitive strategies through which a market-oriented business creates customer value. This paper extends previous work by showing that market-oriented businesses aggressively develop new products and services, focus on opportunities in market segments rather than in the mass market, and attempt to achieve competitive advantage both by increasing customer benefits and by reducing costs. 相似文献
12.
The purpose of this paper is to examine the relationships among market orientation, learning orientation, organizational innovation
and organizational performance through a structural equation modeling approach. This study uses a sample of 143 companies
in the Pearl River Delta region of China. Results show that (1) market orientation has no positive direct impact on organizational
performance; (2) market orientation has a direct impact on learning orientation; (3) learning orientation has a direct impact
on administrative and technical innovation; (4) market orientation has a direct impact on organizational innovation by learning
orientation; (5) administrative innovation has a positive direct impact on organizational performance while technical innovation
does not impact on organizational performance directly; (6) technical innovation has a positive impact on administrative innovation;
(7) learning orientation has an indirect impact on organizational performance through influencing organizational innovation;
(8) market orientation has impact on learning orientation, which has an impact on organizational innovation, which in turn
has an impact on organizational performance. Managerial implications are discussed, along with suggestions for further research.
Translated from Guanli Shijie 管理世界 (Management World), 2006, (2): 80–94, 143 相似文献
13.
The influence of organizational ambidexterity on innovation and the growth of enterprises has gradually become an important research topic in the field of strategic management and organization theory. This paper builds up a theoretical framework of the relationship between organizational ambidexterity and innovation performance with regards to corporate entrepreneurship orientation. We select 175 companies from high and new technology industries in China’s three large cities, Beijing, Tianjin and Dalian, as samples to carry out an empirical test. We find that the balance and complement of organizational ambidexterity are positively correlated with the innovation performance of enterprises; a corporate entrepreneurial orientation has a significantly moderating effect on the relationship between the balance dimension of organizational ambidexterity and innovation performance, yet it has no significant positive moderating effect on the relationship between the combined dimension of organizational ambidexterity and innovation performance. 相似文献
14.
基于国内外相关研究及我国物流企业服务创新实践,构建了顾客导向、竞争者导向对物流服务创新、企业绩效影响的概念模型,提出了基本假设,并以调查获取的152份物流企业数据为样本进行实证分析,最终结果认为:(1)市场导向对企业绩效有正向影响,然而顾客导向较竞争者导向对企业绩效的直接影响更为显著,竞争者导向较顾客导向对企业绩效的间接影响更为显著。(2)在顾客导向及竞争者导向作用于企业绩效的机制中,服务创新发挥了重要的中介作用。(3)物流服务创新对物流企业绩效的提升作用非常显著,服务创新不仅可以实现更高的顾客满意度,更是企业经营绩效及盈利能力提升的重要驱动力。 相似文献
15.
Daniel Jimnez Jimnez Juan Gabriel Cegarra‐Navarro Marcelo Gattermann Perin Claudio Hoffmann Sampaio Jorge Bertinetti Lengler 《Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de lu0027Administration》2014,31(2):90-103
We investigate the relationship between entrepreneurial capacities and firm performance. More specifically, we investigate the effects of radical innovation and learning orientation on business performance. We test the effects of entrepreneurial orientation on learning orientation and radical innovation. The results suggest that radical product innovation and companies' orientation to learn have a positive effect on organizational performance. Additionally, we find that entrepreneurial orientation positively influences a firm's capability to learn and innovate. Our findings also show a direct effect of learning orientation on radical innovation, which means that companies with a higher proclivity to learn are more likely to create products and processes, representing a major departure from the state of current knowledge. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd. 相似文献
16.
《Journal of Strategic Marketing》2012,20(2):140-159
This paper synthesizes marketing and entrepreneurship literature and postulates the complementary nature of a customer orientation with that of an entrepreneurial orientation, then explores their relationships with product innovation and performance. A path analysis was used to test the hypotheses based on data collected from a sample of 159 strategic business units in 15 different industries. The results show that an entrepreneurial orientation does not have a relationship with product innovation unless it is coupled with the complementary effect of a customer orientation. This study also indicates that product innovation mediates this complementary effect on new product and firm performance. In addition, a customer orientation is found to exert a direct positive effect on both new product and firm performances. Although most hypotheses were supported, two out of five were not. As such, the findings present valuable practical insights as well as interesting contributions to the theoretical advancements in marketing and entrepreneurship. 相似文献
17.
Sascha Kraus 《The Service Industries Journal》2013,33(5):427-444
Entrepreneurial behaviour is becoming increasingly important for all firms, regardless of size, age, or industry sector. It is increasingly seen as one of the most important drivers for economic growth and corporate success. Nevertheless, no empirical research has so far concentrated on the role of entrepreneurial behaviour in service firms, although the service sector has become the most important (and the only growing) industry sector. This article therefore investigates the relationship between entrepreneurial orientation (EO) and corporate performance on the basis of an empirical survey of 310 service firms in Austria. Here, a significant positive relationship between EO and corporate performance could be identified, with a clear emphasis on innovative behaviour as the most important sub-dimension. 相似文献
18.
Joohan Ryoo 《Asia Pacific Business Review》2017,23(1):90-115
Unlike alliance proponents, we posited that high-tech small firms (HTSFs) may not prefer interfirm collaboration for innovation activities. Drawing on the transaction cost and corporate entrepreneurship perspectives, we proposed that boundary decisions in innovation activities are determined by the perceived uncertainties of innovation projects and entrepreneurial orientation (EO). We also examined the consequences of collaborative innovation. In a sample of 178 Korean HTSFs in software development, we found that some aspects of perceived uncertainty prevented collaborative innovation, and that EO moderated this effect, enhancing the outcomes of collaborative innovation. We discuss theoretical and practical insights of these findings. 相似文献
19.
In order to be able to seize the opportunities that a dynamic operating environment opens up, entrepreneurial firms have to
reconfigure their existing asset base and processes. This study explores the effect of an entrepreneurial orientation and
a firm's reconfiguring capabilities on international performance by using survey data from 217 manufacturing and service organizations.
Our findings indicate that a firm's entrepreneurial orientation and reconfiguring capabilities have an effect on its international
performance and provide empirical support for the dynamic capability view of the firm. Entrepreneurial behavior combined with
organizational reconfiguring capabilities constitutes a potential source of competitive advantage. 相似文献
20.
《Journal of Strategic Marketing》2012,20(5):423-435
Drawing on the strategy implementation approach and the resource-based view of the firm, this study examines the relationships among competitive strategies (differentiation and cost leadership), responsive market orientation (RMO), proactive market orientation (PMO), learning orientation (LO) and organizational performance. The study used questionnaire survey of senior managers of 264 manufacturing and service companies in Jordan. The study employed partial least squares to test the hypotheses. Moderate but significant relationships are evident in the links between cost leadership and LO, and RMO and organizational performance. Strong and significant relationships are exhibited in the links between differentiation and RMO; differentiation and PMO; differentiation and LO and between LO and organizational performance. The results show that differentiation strategy is more important than cost leadership strategy and that LO is the most important factor for better organizational performance. 相似文献