Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms

Verhees, F.J.H.M.; Meulenberg, M.T.G.

doi:10.1111/j.1540-627x.2004.00102.x

Cited by 634 publications

(549 citation statements)

References 37 publications

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“…IS enables top management to follow the activities of their competitors, to reach customer market information, to use firm resources effectively and to make efficient investments in research and development (Oke, Walumbwa, & Myers, 2012). These activities have been found to positively impact firm innovation performance (Verhees and Meulenberg, 2004).…”

Section: Innovation Strategy (Is)mentioning

confidence: 99%

The impact of strategic innovation management practices on firm innovation performance

Kalay¹,

Lynn

2015

Pressacademia

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In a highly competitive environment, innovation is the essential key to a firm obtaining a dominant position and gaining higher profits. Therefore, the understanding of which strategic innovation management practices lead to success is very important. The purpose of the study is to investigate the impact of innovation strategy, organizational structure, innovation culture, technological capability and customer and supplier relationships, which appear in the literature as strategic innovation management practices in business enterprises, on firm innovation performance. In this context, data collected from 132 managers at 66 firms operating in the manufacturing sector in the TRB2 zone of Turkey were analyzed. The partial least squares structural equation modeling (PLS-SEM) method was used to test hypotheses of study. The analyses revealed that innovation strategy, organizational structure and innovation culture significantly increased firm innovation performance. However, no significant impacts of technological capability and customer and supplier relationships on firm innovation performance were determined.

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Section: Innovation Strategy (Is)mentioning

confidence: 99%

The impact of strategic innovation management practices on firm innovation performance

Kalay¹,

Lynn

2015

Pressacademia

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“…All organisations, including small businesses, operate in very competitive global markets and therefore need to proactively undertake market development to survive and succeed (Ghosh and Kwan, 1996;Verhees and Meulenberg, 2004). The marketing function becomes even more important for small businesses as access to markets is one of the main problems faced by them (Swierczek and Ha, 2003).…”

Section: Marketingmentioning

confidence: 99%

Towards a new framework for SMEs success: a literature review

Lampadarios

Kyriakidou

Smith

2017

IJBG

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“…Conviene no confundir el término innovación ("innovation" o "innovation capacity" en terminología inglesa) con el término "innovativeness". El término "innovativeness" hace referencia a la cultura organizativa que fomenta una actitud de apertura hacia las nuevas ideas (Hult y Ketchen 2001;Verhees y Meulenberg 2004). Por tanto, mientras que la "innovativeness" refleja la postura de la empresa ante el proceso innovador, la innovación reflejaría el output de dicho proceso (Baker y Sinkula, 2009).…”

Section: Marco Teórico: La Teoría De Los Recursos Y Capacidadesunclassified

Strategic orientation, innovation and performance in new SMEs: the role of marketing

Villanueva¹,

Andreu²,

Criado³

2010

cuadernosgestion

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Although the important role that new SME have for economic development, the relationship among three key strategic orientations as Entrepreneurial orientation (EO), Market orientation (MO) and Learning orientation (LO) with innovation and new SME´s success has not been previously analyzed. Present studies on this mater are partial because they focus in only one or two of these orientations (Li and Atuahene-Gima, 2001; Renko et al.,2009). Thus, the present research aims to fill this gap by developing a model to explain the relationship among EO, MO and LO, innovation and new SME performance and test this model within a sample of new SMEs. Empirical results from a sample of 203 new SMEs show that there is direct relationship between Market orientation (MO) and business performance, and also an indirect relationship among MO and performance through LO, EO and Innovation. However, the relationship between LO and EO with performance is only indirect, through Innovation. In summary, marketing has a critical role on the success of new SMEs.

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Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms

Cited by 634 publications

References 37 publications

The impact of strategic innovation management practices on firm innovation performance

The impact of strategic innovation management practices on firm innovation performance

Towards a new framework for SMEs success: a literature review

Strategic orientation, innovation and performance in new SMEs: the role of marketing

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