Business strategy, marketing organization culture, and performance

Slater, Stanley F.; Olson, Eric M.; Finnegan, Carol

doi:10.1007/s11002-010-9122-1

Cited by 74 publications

(51 citation statements)

References 34 publications

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“…Their findings indicated a significant and positive relation between culture and performance. Similarly, Slater, Olson and Finnengan (2011) in their study of business strategy, culture, and performance used a sample of senior marketing managers with five hundred and above employee with the use of the questionnaire as a research instrument. They found that cultural orientation play a role in creating superior performance, evidencing significant and positive relationship between culture and performance.…”

Section: Discussionmentioning

confidence: 99%

The Mediating Effect of Organizational Culture on the Relationship between Entrepreneurial Orientation and Firm Performance in Nigeria

Shehu¹

2014

MJSS

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Section: Discussionmentioning

confidence: 99%

The Mediating Effect of Organizational Culture on the Relationship between Entrepreneurial Orientation and Firm Performance in Nigeria

Shehu¹

2014

MJSS

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“…Because the adhocracy culture is characterized by the values of entrepreneurship, innovation, adaptability, propensity for risk, as well as an external orientation, this culture type is the best foundation for a radical product innovation capability (Deshpandé et al., ; Slater, Olson, and Finnegan, ). We next explicate the different components of the adhocracy culture, including customer orientation, competitor orientation, technological orientation, learning orientation, and willingness to cannibalize that are conducive to an effective radical product innovation capability.…”

Section: Components Of a Radical Product Innovation Capabilitymentioning

confidence: 99%

Radical Product Innovation Capability: Literature Review, Synthesis, and Illustrative Research Propositions

Slater¹,

Mohr²,

Sengupta³

2013

J of Product Innov Manag

Self Cite

451

403

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Product innovation is a key to organizational renewal and success. Relative to other forms of innovation, radical product innovations offer unprecedented customer benefits, substantial cost reductions, or the ability to create new businesses, any of which should lead to superior organizational performance. In other words, a radical product innovation capability is a dynamic capability, one that enables the organization to maintain alignment with rapidly evolving customer needs in high‐velocity environments. Extensive research has been conducted on the antecedents to an incremental/general product innovation capability, and meta‐analyses have been conducted to integrate the results from the various studies. However, whether and how a radical product innovation capability differs from an incremental product innovation capability is also critical. The purpose of this work is to develop a testable model of the antecedents to radical product innovation success. Based on an extensive literature review, a comprehensive set of organizational components that comprise a firm's radical product innovation capability is identified. These organizational components include senior leadership, organizational culture, organizational architecture, the radical product innovation development process, and the product launch strategy. Of course, each of these components has subcomponents that provide even more texture. This review highlights how the components of a radical innovation capability function differently from those for an incremental capability. In addition, this review strongly suggests that the direct effects models that dominate this literature underestimate the complexity of the interplay of components that comprise a radical product innovation capability. Thus, a model to demonstrate this interplay of these organizational components is provided. Illustrative research propositions are offered to provide guidance to researchers. Suggestions for executives and managers who are involved in the product development process and for scholars who seek to advance the state of knowledge in this area are offered in the conclusion.

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“…Whereas, Berson et al (2005) claimed through their study result that OC is a good mediator. Slater et al (2011) explored that CO had a significant role for generating better performance. Similarly, Mujeeb and Ahmad (2011) empirically assessed the connection between factors of OC and performance management practices, and stated positive significant connection between factors of OC and performance management practices.…”

Section: Organizational Culture (Oc) Sme Performance and The Mediatimentioning

confidence: 99%

The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

Hoque¹

2018

10.5267/j.ijdns

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This study explores the role of organizational culture (OC) in the relationship between entrepreneurial orientation (EO) and Bangladeshi small and medium enterprises (SMEs) performance. Their relationship obtains a substantial scholarly attention, however very few empirical studies have been conducted among Bangladeshi SMEs. Generally, SMEs contribute to the economy through employment generation, poverty reduction, innovation, social cohesion, and so on, which in turn contribute to the growth domestic product (GDP) of Bangladesh. Hence, SMEs are considered as a key reactor of economic growth in Bangladesh. Grounded on the literature and theoretical fact, a model was developed and intended to examine this relationship. A quantitative survey technique was exercised and the data were collected from the randomly selected 384 owners of SMEs in Dhaka-Bangladesh. The data were analyzed by using SEM-AMOS. Based on the statistical results, EO and OC were significantly related to SME performance and OC was found to mediate the relationship between EO and SME performance. This study will help entrepreneurs as well as policy makers make better decisions for maximizing SME performance through improving OC in the competitive global economy.

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Business strategy, marketing organization culture, and performance

Abstract: Business strategy, Organizational culture, Performance, Configuration theory, Strategy implementation, Miles and snow, Marketing organization,

Cited by 74 publications

References 34 publications

The Mediating Effect of Organizational Culture on the Relationship between Entrepreneurial Orientation and Firm Performance in Nigeria

The Mediating Effect of Organizational Culture on the Relationship between Entrepreneurial Orientation and Firm Performance in Nigeria

Radical Product Innovation Capability: Literature Review, Synthesis, and Illustrative Research Propositions

The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

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