“…Industrial organisation concept Porter (1980) Porter (1985) Carle et al (2005 Analysis of the five classical industry forces (barriers to entry, threats of substitute products, bargaining power of suppliers/buyers, or rivalry among existing competitors) as suggested by Porter with additional consideration of • general market turbulences • external pressures (economic, social, public) • network requirements Day and Wensley (1988) Determination of the relevant levels of Narver and Slater (1990) • competitor orientation Kohli and Jaworski (1990) • customer orientation Jaworski and Kohli (1993) • intra-organisational implementation Narver (1994) Han, Kim, andSrivastva (1998) Focus on innovation Matsuno and Mentzer (2000) • customer orientation shows strongest impact on corporate success • correlation between classical strategy types and corporate success Atuahene-Gima and Ko (2001) (1) prospectors exhibit strongest relationship between market orientation and performance (2) a concurrent market/entrepreneurship orientation is the best strategic choice with respect to innovation activities' success Resource-based view Leidecker and Bruno (1984) Consideration and analysis of Auruskeviciene et al (2006) • environmental information (social, political, economic, and technological aspects) • competitor information (past performance, present programs, and future plans of competitors) • internal information (strategy evaluation)…”