A Longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy, and Market Orientation Culture on Dimensions of Small-Firm Performance

Pelham, Alfred M.; Wilson, David T.

doi:10.1177/009207039602400103

Cited by 450 publications

(448 citation statements)

References 54 publications

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“…11, No. 7; performance (Deshpande & Webster, 1989;Deshpande, Farley, & Webster, 1993;Pelham & Wilson, 1996). However, this relationship has been checked mostly in large scale organization (Zahra, 1996;Huang et al, 2011;Hakala, 2013).…”

Section: Discussionmentioning

confidence: 99%

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Hussain¹,

Ismail²,

Akhtar³

2015

ASS

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Research examining the relationship between entrepreneurial orientation (EO) and business performance has recently received considerable attention in the marketing and entrepreneurship literature. Empirical studies on the determinants of firm performance have shown that the entrepreneurial orientation of a firm has significant positive influence on the firm performance. However, less attention has been paid to this relationship in the context of SMEs. This study therefore contributes to the existing literature by examining this relationship in SMEs context. The current study suggests that the owners/ managers of SMEs should adopt the EO mindset in order to attain sustainable competitive advantage and superior performance. The current study provides insights to researchers, practitioners, owners and managers on the importance of the dimensions of entrepreneurial orientation.

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Section: Discussionmentioning

confidence: 99%

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Hussain¹,

Ismail²,

Akhtar³

2015

ASS

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“…7, No. 3;2015 Although some investigators (Harris, 1998) argued that MO dimensions might not be applicable in small business sectors, others (Pelham & Wilson, 1996) found positive links between MO and performance in small US firms. Slater and Narver (2000) recommended that additional studies with substantive modifications of conceptual and methodological methods to increase confidence in previous findings be undertaken.…”

Section: Market Orientation and Firm Performancementioning

confidence: 99%

Market Orientation and the Performance of Small and Medium-Sized Manufacturing Enterprises in the Accra Metropolis

Boachie-Mensah¹,

Issau²

2015

IJMS

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The importance of small and medium-sized manufacturing enterprises as an engine of economic growth has been widely recognized. However, despite their invaluable contribution in the Ghanaian economy, their performance has not been impressive due to the orientation of their marketing strategies. This study, therefore, sought to investigate the relationship between market orientation and the performance of small and medium-sized manufacturing enterprises in the Accra metropolis of Ghana. Given the purpose and nature of this study where most of the analyses were quantitative in nature, quantitative research approach was deemed the most appropriate and, therefore, adopted. The descriptive and correlational study designs, too, were adopted for this study. Simple random sampling technique, specifically lottery method, was used to select 346 small and medium manufacturing enterprises in the Accra metropolis. Regression analysis was used to test the hypotheses postulated. It was observed from the findings that positive relationship exists between market orientation and small and medium-sized manufacturing enterprises performance. This means that market orientation contribute positively to the well being of small and medium-sized manufacturing enterprises. The study recommends that policy makers as well as National Board for Small Scale Industries should sensitize owners/managers of small and medium-sized manufacturing enterprises about the importance of employing market orientation practices in their business operations.

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“…Market competitiveness is a function of how well firms can develop and implement strategy, but competiveness also can impact the nature of chosen strategy by the firm. For example, typically, firms in competitive markets emphasise market-oriented activities/behaviours and/or resort to cost-control systems (Cavusgil & Zou, 1994;Lusch & Laczniak, 1989;Pelham & Wilson, 1996). Highly competitive markets are complex environments whereby firms have elevated levels of difficulty in cultivating strategy, particularly in respect to compiling accurate and complete data inputs.…”

Section: Theory Discussion and Hypothesis Developmentmentioning

confidence: 99%

Interactive effects of marketing strategy formulation and implementation upon firm performance

Ishak

Kingshott

2013

Journal of Marketing Management

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This study employed an integrative approach to investigate the influence of external business environment, strategy formulation, viability of marketing strategy, and strategy implementation upon firm performance. The findings show that while technological change and market competition negatively influence the credibility of the strategy, market attractiveness has a positive influence upon the viability of strategy employed. Moreover, market competition has a positive influence upon the involvement of marketing managers in terms of strategy making and that the presence of an innovative culture is strongly required in executing a strategic marketing plan. In addition, the study shows that the involvement of marketing managers in strategy making, which is strongly supported by an innovative culture, generates their commitment to the strategy, which positively influences strategy viability.

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A Longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy, and Market Orientation Culture on Dimensions of Small-Firm Performance

Cited by 450 publications

References 54 publications

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Market Orientation and the Performance of Small and Medium-Sized Manufacturing Enterprises in the Accra Metropolis

Interactive effects of marketing strategy formulation and implementation upon firm performance

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