Proactive market orientation and innovation in India: The moderating role of intrafirm causal ambiguity

Lakshman, C.; Kumra, Rajeev; Adhikari, Atanu

doi:10.1017/jmo.2016.11

Cited by 25 publications

(14 citation statements)

References 64 publications

(213 reference statements)

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“…The findings also show that proactive market orientation variables find and satisfy latent customer needs by searching for new ideas tailored to consumer needs. PMO applies generative learning to transcend the boundaries of the existing customers and markets, thereby encouraging the firm's readiness to innovate and develop new products, which ultimately improve performance (Lakshman et al, 2017). This hypothesis is supported by Kirca et al (2005) which states that a proactive market orientation affects all aspects of business performance, profit, market share, sales volume, perceived quality, customer satisfaction, and customer loyalty.…”

Section: Discussionmentioning

confidence: 99%

The role of proactive market orientation and management commitment to internal resource on export performance of handicraft industry

Munawar¹,

Rahayu²,

Disman³

et al. 2019

10.5267/j.msl

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This study aims to analyze and provide empirical evidences on the effects of proactive market orientation (PMO) and management commitment to internal resource (MCIR) on export performance. The sample of this study includes the owners or leaders of handicraft exporter industry consisting of 72 respondents with a purposive random sampling in West Java, Indonesia. Data collection techniques are arranged by distributing questionnaires, interviewing, and recording documentation from the respondents. The data analysis uses the Structural Equation Model (SEM) based on Partial Least Square (PLS) with the tools of SPSS and SmartPLS statistical programs. The results show that the effect of proactive market orientation (PMO) on export performance (EP) was positive and significant. The effect of management commitment to internal resource (MCIR) on export performance was also positive and significant. MCIR has also a more considerable influence than PMO on export performance. This research has implications for policy makers and creative industries in improving the export performance, especially handicraft industries in developing countries. Furthermore, it is hoped that handicraft industries will consider the research findings in making business decisions and to improve their business success.

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Section: Discussionmentioning

confidence: 99%

The role of proactive market orientation and management commitment to internal resource on export performance of handicraft industry

Munawar¹,

Rahayu²,

Disman³

et al. 2019

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…Based on previous studies (Kim, Im, & Slater, 2013; Qian, Cao, & Takeuchi, 2013; Huang, Rice, & Martin, 2015; Lakshman, Kumra, & Adhikar, 2017), we controlled firm-level variables that included R&D expenditure, size, industry, and age. R&D expenditure was measured by three items adopted from Kim, Im, and Slater (2013).…”

Section: Methodsmentioning

confidence: 99%

Antecedents and outcomes of breadth and depth of absorptive capacity: An empirical study

Zou

Guo

2017

Journal of Management & Organization

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Although previous studies have considered the antecedents and outcomes of absorptive capacity, much remains to be learned on this subject. Firms need to absorb breadth and depth of knowledge and form absorptive capacities that are contingent on various social capitals to improve innovation and performance. The purpose of this study is to explore the antecedents and outcomes of the breadth and depth of absorptive capacity from the perspective of social capital theory. Based on a sample of 218 Chinese firms, empirical results suggest that weak tie sources and knowledge breadth can enhance the breadth of absorptive capacity, and that strong tie sources and knowledge depth can strengthen the depth of absorptive capacity. The results also suggest that the breadth of absorptive capacity positively impacts the depth of absorptive capacity, and that both breadth and depth of absorptive capacity are positively related to innovation performance.

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“…Their findings indicate that through applying a hypothetical-deductive method, which builds on continuously testing and revising those hypotheses that are embedded in interpretations, ambiguity can be reduced. The importance of trying to reduce causal ambiguity is substantiated by two studies: Laursen and Andersen (2016) and Lakshman, Kumra, and Adhikari (2017). The former shows that high levels of causal ambiguity in the early phases of NPD processes lead to a lack of role clarity among the parties involved in the processes, impeding the mobilization of resources and stimulating behaviors aimed at role clarification in buyer-supplier relationships.…”

Section: An Organizing Framework Mapping Causal Ambiguity Research Stmentioning

confidence: 99%

Issues and Trends in Causal Ambiguity Research: A Review and Assessment

Konlechner

Ambrosini

2019

Journal of Management

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Causal ambiguity relates to ambiguity as to how organizational actions and results, inputs and outcomes, or competencies and advantage are linked. Causal ambiguity is important because of its organizational performance implications. Over the last 25 years, research has analyzed the concept from various theoretical angles. As a result, the literature is fragmented and presents different, and sometimes contradictory, views on the concept. In this article, we systematically review the literature on causal ambiguity and develop a framework incorporating the types, antecedents, and consequences of causal ambiguity for both organizational performance and organizational learning. We disentangle the arrays of conceptualizations and operationalizations present in the literature, and we isolate distinct streams in causal ambiguity research. One stream of research concentrates on causal ambiguity as an interfirm barrier to imitation, a second relates to causal ambiguity as an intrafirm barrier to factor mobility, and a third focuses on causal ambiguity as a potential trigger for intrafirm learning. Our review also helps to consolidate research on the substitution dilemma, the causal ambiguity paradox, and the challenge of learning under causal ambiguity. Finally, we develop a coherent set of implications for management practice, and we provide an agenda for further research.

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Proactive market orientation and innovation in India: The moderating role of intrafirm causal ambiguity

Cited by 25 publications

References 64 publications

The role of proactive market orientation and management commitment to internal resource on export performance of handicraft industry

The role of proactive market orientation and management commitment to internal resource on export performance of handicraft industry

Antecedents and outcomes of breadth and depth of absorptive capacity: An empirical study

Issues and Trends in Causal Ambiguity Research: A Review and Assessment

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