Age, order of entry, strategic orientation, and organizational performance

“…On the other hand, respondents may be reluctant to give the figures. We take into account the increase in the number of employees following the publication of prior studies (e.g., Davis & Pett, 2002;Durand & Coeurderoy, 2001;Lee, Koo, & Nam, 2010).…”

Section: Methodsmentioning

confidence: 99%

“…Followers) like some authors suggested (e.g., Covin, Slevin, & Heeley, 1999;Kerin, Varadarajan, & Peterson, 1992;Shamsie, Phelps, & Kuperman, 2004) or even into three groups (Pioneers vs. Early Followers vs. Late Followers) following other works (e.g., De Castro & Chrisman, 1995;Durand & Coeurderoy, 2001;Ruiz-Ortega & García-Villaverde, 2008). Then, the path coefficients for every group could be analyzed.…”

Section: Limitations and Directions For Further Researchmentioning

confidence: 99%

Effect of competitive tactics on performance: the case of the pharmaceutical industry

Castillo‐Apraiz¹,

Matey²

2015

Proceedings of the 2nd International Symposium on Partial Least Squares Path Modeling: The Conference for PLS Users

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Competitive tactics play a key role in explaining different levels of organizational performance since they are the linkers between strategy formulation and implementation. This study focuses on two main competitive tactics, namely, Quality-Oriented Competitive Tactic (Quality) and Cost-Oriented Competitive Tactic (Cost), which are the ones that are closely related to Porter's generic competitive strategies. Apart from that, we will analyze two other important competitive tactics, namely, Innovation-Oriented Competitive Tactic (Innovation) and Marketing-Oriented Competitive Tactic (Marketing) which will mediate the relationship between the main tactics and performance. Hence, we try to adopt an integrative posture by viewing competitive tactics in the pharmaceutical industry as inextricably linked, forming the fundamental pillars on which sustainable competitive advantage could be established.

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“…Firm size was estimated as the number of employees in 2012. Previous studies have shown that it also influences firm EO level and growth (Durand and Courderoy, 2001;Obeng et al, 2014) and performance indicators (Ahuja and Lampert, 2001). In order to respond to the assumption of distribution normality, the variables "age" and "size" were transformed using the natural logarithm.…”

Section: Methodsmentioning

confidence: 99%

Entrepreneurial Orientation in Different Environmental Settings: a Comparative Cross-Country Study

Shirokova¹,

Bogatyreva²,

Beliaeva³

et al. 2015

AMPROC

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While a significant body of literature has explored the link between entrepreneurial orientation (EO) and firm performance, most research has been based in single country settings without taking into account crosscountry differences. In this study, we investigate the relationship between entrepreneurial orientation and firm performance and the moderating role of environmental context in a developed and an emerging market. Our analysis of 104 Russian and 117 Finnish SMEs suggests that in a developed market context the EO dimensions of innovativeness, proactiveness and risk-taking are positively and directly associated with firm performance, while in an emerging market the relationship is moderated by the dynamic and hostile external environment. The specifics of national culture and different stages of institutional development may explain the differences in the way entrepreneurial orientation dimensions relate to firm performance.

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Age, order of entry, strategic orientation, and organizational performance

Cited by 183 publications

References 60 publications

An Investigation on Impact Factors that Affect the Business Efficiency of Oil and Gas Enterprises in Vietnam

An Investigation on Impact Factors that Affect the Business Efficiency of Oil and Gas Enterprises in Vietnam

Effect of competitive tactics on performance: the case of the pharmaceutical industry

Entrepreneurial Orientation in Different Environmental Settings: a Comparative Cross-Country Study

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