Adaptive responses by conservative and entrepreneurial firms

Karagozoglu, Necmi

doi:10.1016/0737-6782(88)90011-2

Cited by 75 publications

(54 citation statements)

References 15 publications

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“…According to Covin and Slevin (1989), entrepreneurial firms tend to perform better in a more dynamic rather than a more benign environment. This might be explained, in part, by their preference for a more dynamic environment, where entrepreneurs tend to be more comfortable with environmental complexity and tend to engage in and prefer more novel environmental shaping strategies (Miller and Friesen, 1982;Begley and Boyd, 1987;Karagozoglu and Brown, 1988). Therefore, it is proposed below:…”

Section: High Eo and Low Peu Brand Strategy Performancementioning

confidence: 97%

“…In a highly uncertain environment, entrepreneurial firms tend to exhibit greater flexibility (Tan, 1996) and distinctive marketing competencies than their more conservative counterparts and are more successful in dealing with the environment (Karagozoglu and Brown, 1988;Smart and Conant, 1994). Stimulated by the backdrop of the environmental dynamism (Begley and Boyd, 1987;Covin, 1991), entrepreneurial-oriented managers may seek ways to put resources together in new combinations (Mitton, 1989) that enhance the probability for a more favorable outcome (Palich and Bagby, 1995).…”

Section: High Eo and High Peu Brand Strategy Performancementioning

confidence: 98%

“…As environmental uncertainty increases, conservative managers may feel more threatened because of their low-level self-perceived competency in dealing with a dynamic environment (Karagozoglu and Brown, 1988). To reduce this uncertainty, they may increase their dependence on other organizations by adopting more cooperative strategies, involving coalitions or contracting (Galbraith, 1977;Zeithaml and Zeithaml, 1984).…”

Section: Cooperative Strategiesmentioning

confidence: 98%

“…When their market domain is threatened, they tend to respond cautiously to competition (Covin and Slevin, 1989). They are more likely to derive their strengths from pursuing cost minimization strategies that focus on achieving greater efficiencies (Karagozoglu and Brown, 1988;Covin, 1991). Because of licensed famous brand with fixed consumers and suppliers, i.e.…”

Section: Condition Three: Low Eo and Low Peumentioning

confidence: 98%

“…Companies focus more on a narrowly defined market domain (Covin and Slevin, 1989) with a limited and standardized range of products and services (Karagozoglu and Brown, 1988). Given their perceptions of a more stable environment and a lower level of need for internal changes, conservative managers may adjust their practices slowly, preferring to maintain the status quo (Karagozoglu and Brown, 1988).…”

Section: Condition Three: Low Eo and Low Peumentioning

confidence: 99%

See 4 more Smart Citations

An empirical study on brand strategy decisions in Chinese companies based on environmental uncertainties and entrepreneurial orientation

Wang

Guo

2007

Front. Bus. Res. China

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This study investigate factors affecting brand strategic decisions in Chinese companies in regard to two factors: environmental uncertainty and entrepreneurial orientation, with the model of environmental management strategies. Based on prior literature and empirical analysis, this study proposes a contingency framework, which indicated that under what conditions Chinese companies prefer to adopt what kind of brand strategies, such as own-brand manufacturing, acquired brand, licensed brand and original equipment manufacturing/original design manufacturing.

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Section: High Eo and Low Peu Brand Strategy Performancementioning

confidence: 97%

Section: High Eo and High Peu Brand Strategy Performancementioning

confidence: 98%

Section: Cooperative Strategiesmentioning

confidence: 98%

Section: Condition Three: Low Eo and Low Peumentioning

confidence: 98%

Section: Condition Three: Low Eo and Low Peumentioning

confidence: 99%

See 3 more Smart Citations

An empirical study on brand strategy decisions in Chinese companies based on environmental uncertainties and entrepreneurial orientation

Wang

Guo

2007

Front. Bus. Res. China

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Relationship between quality‐management systems and organizational innovations

Llach

Marimón

2010

Hum Ftrs & Erg Mfg Svc

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The purpose of this study is to ascertain whether there is any correlation between the implementation of quality-management systems (QMSs) in manufacturing firms and the use of certain organizational innovations in those firms. A conceptual model of the relationships among the constructs of "organizational innovations" and "level of quality management" is proposed and tested. The study finds a correlation between the level of quality management in an organization and the implementation of procedural organizational innovations. Because the study is pioneering and exploratory in nature, the analysis is confined to the use of a limited number of organizational innovations in Spanish manufacturing firms. The findings will assist managers to make appropriate strategic decisions when implementing QMSs. C 2010 Wiley Periodicals, Inc.

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The relationship between innovation and business performance—a comparative study between manufacturing and service firms

Prajogo

2006

Knowl Process Manag

169

100

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This paper explores the relationship between innovation performance (in terms of product and process) and business performance (sales growth, market share and profitability) and compares this relationship between manufacturing and service firms. This study was driven by the lack of studies on innovation in service sectors despite the importance of innovation as one of the primary sources of competitive advantage. Furthermore, as manufacturing firms and service firms are different in many respects, including innovation performance, it could be expected that manufacturing firms could pursue and emphasise different aspects of innovation than their service counterparts. Empirical data was gathered from 194 managers in Australian firms, with nearly equal proportion drawn from the manufacturing and service sectors (52% and 47% respectively). Several major findings were found through data analysis. First, there was no significant difference between manufacturing and service firms in both product and process innovation performance. The second finding, however, indicated a stronger correlation existed for manufacturing firms than for service firms between innovation and business performance, particularly in relation to process innovation. Third, it was found that process innovation shows a relatively stronger relationship with business performance than product innovation in manufacturing sectors.

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Adaptive responses by conservative and entrepreneurial firms

Cited by 75 publications

References 15 publications

An empirical study on brand strategy decisions in Chinese companies based on environmental uncertainties and entrepreneurial orientation

An empirical study on brand strategy decisions in Chinese companies based on environmental uncertainties and entrepreneurial orientation

Relationship between quality‐management systems and organizational innovations

The relationship between innovation and business performance—a comparative study between manufacturing and service firms

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