Just entrepreneurial enough: the moderating effect of entrepreneurship on the relationship between market orientation and performance

Bhuian, Shahid N.; Mengüç, Bülent; Bell, Simon J.

doi:10.1016/s0148-2963(03)00074-2

Cited by 331 publications

(303 citation statements)

References 39 publications

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“…Market signal detection and discriminating between opportunities and threats should be the responsibility of all employees, underlining the importance of connecting entrepreneurial efforts to marketing efforts (e.g., Atuahene-Gima and Ko, 2001;Bhuian, Menguc and Bell, 2005;Matsuno et al, 2002;Slater and Narver, 1995). Ensuring adequate involvement and participation in the firm's selected EO activities is essential to this.…”

Section: Implications For Managers and Practitionersmentioning

confidence: 99%

“…Third, do EO dimension indirectly influence business performance through some other mechanism? Some recent studies have considered whether EO indirectly influences business performance through market orientation (e.g., Atuahene-Gima and Ko, 2001;Bhuian et al, 2005;Matsuno et al, 2002) and results have been mixed. Research is needed to examine whether there is a stronger case for an indirect relationship than a direct one and what constructs might mediate that relationship.…”

Section: Future Researchmentioning

confidence: 99%

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Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Hughes

Morgan

2007

Industrial Marketing Management

839

782

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Section: Implications For Managers and Practitionersmentioning

confidence: 99%

Section: Future Researchmentioning

confidence: 99%

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Hughes

Morgan

2007

Industrial Marketing Management

839

782

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“…Therefore, market orientation that is based on entrepreneurial orientation can perceive the importance of the market (Kohli & Jaworski, 1990;Slater & Narver, 1995). Entrepreneurial orientation may point toward efforts to better understand customers (Atuahene-Gima & Ko, 2001;Bhuian, Menguc, & Bell, 2005;Li, Liu, & Zhao, 2008).…”

Section: The Relationship Between Entrepreneurial and Market Orientatmentioning

confidence: 99%

Firm Performance and Entrepreneurial, Market and Technology Orientations in Korean Technology Intensive SMEs

Hyung¹,

Dedahanov²

2014

ASS

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This study investigated the relationships between entrepreneurial-market orientations and entrepreneurial-technology orientations and the impact of market and technology orientations on firm performance in Korean technology intensive small and medium-sized business (SMEs). To conduct the analysis, the study applies structural equation modeling (SEM) to understand the direct effects of entrepreneurial on market and technology orientations and the direct effects of market and technology orientations on firm performance. This research is based on a study of 347 technologies intensive Korean SMEs and the major results are as follows:The results indicate that entrepreneurial orientation directly affects market and technology orientations. This result implies that entrepreneurial orientation is key factors that influence market and technology orientation in Korean SMEs. Another finding suggests that market and technology orientations positively affect firm performance. It appears that Korean companies require the capability to serve technology well, but also need to recognize new business opportunities from within their current market relationships. The implication here is that for Korean technology intensive small firms, entrepreneurial orientation can improve market and technology orientations. The results suggest that to achieve high levels of firm performance, Korean companies need to balance the elements of entrepreneurial, technology and market orientations.

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“…This is counter to the position taken by some researchers that companies need to be ''just entrepreneurial enough'' (Bhuian, Menguc, & Bell, 2005), or that they must avoid entrepreneurial excess (Birkinshaw, 2003). Perhaps this issue is not one of trying to limit the amount of entrepreneurship in companies, as there is always room for more imagination, improvement, creativity, and initiative in any facet of company operations.…”

Section: Strategy: Balancing Exploration and Exploitationmentioning

confidence: 78%

Properties of balance: A pendulum effect in corporate entrepreneurship

et al. 2009

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Just entrepreneurial enough: the moderating effect of entrepreneurship on the relationship between market orientation and performance

Cited by 331 publications

References 39 publications

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Firm Performance and Entrepreneurial, Market and Technology Orientations in Korean Technology Intensive SMEs

Properties of balance: A pendulum effect in corporate entrepreneurship

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