Strategic orientations and performance: A configurational perspective

Deutscher, Franziska; Zapkau, Florian B.; Schwens, Christian; Baum, Matthias; Kabst, Rüediger

doi:10.1016/j.jbusres.2015.07.005

Cited by 112 publications

(85 citation statements)

References 116 publications

(189 reference statements)

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“…This model also analyzes the relationship between other variables faced as consequences of trust and commitment to the relationship. Among other models found in the relationship marketing literature, it is observed that trust and commitment are dimensions of analysis commonly addressed with great emphasis (Doney & Cannon, 1997;Morgan & Hunt, 1994;Wilson & Vlosky, 1997). These two dimensions are discussed briefly.…”

Section: Relationship Orientation (Ro)mentioning

confidence: 96%

“…Some important studies deal with the LO and MO as constructs closely related (Dickson, 1996;Hurley & Hult, 1998;Sinkula, 1994;Sinkula et al, 1997;Slater & Narver, 1995) and there are some empirical evidences that confirms the positive relationship between the MO and LO (Abbade et al, 2012;Baker & Sinkula, 1999a;Perin, Sampaio and Faleiro, 2004;Sujan, Weitz and Kumar, 1994). The LO is characterized as an attitude of commitment to the construction of knowledge and organizational learning.…”

Section: Integrating Strategic Orientations In Organizational and Intmentioning

confidence: 99%

“…Through a meso-analytical logic (Dopfer, Foster and Potts, 2004), some of these strategic orientations may become contradictory in some aspects. The knowledge and experience exchange, for example, is likely to disrupt an interorganizational relationship increasing information and power asymmetry, which may harm the confidence level and longevity of a relationship.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Interorganizational Alignment of Strategic Orientations in Supply Chains

Abbade

2016

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This study argues that Market Orientation, Learning Orientation, Innovation Orientation and Relationship Orientation provide synergic effects to organizations in organizational and interorganizational levels. Two theoretical frameworks are presented in this theoretical essay. The first one considers the organizational level. The second one is regarded to interorganizational relations. This study argues that actors might improve their results and increase joint performance through a strategic alignment along a supply chain. Besides, network features like positioning, structural holes and density might impact on joint performance achieved through this strategic alignment. Thus, this study suggests that Learning Orientation in a competitive environment might harm joint performance, considering that some actors might act opportunistically defending their knowledge acquisition. Future studies should be focused on issues like open innovation, opportunistic behavior and network structures.

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Section: Relationship Orientation (Ro)mentioning

confidence: 96%

Section: Integrating Strategic Orientations In Organizational and Intmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Interorganizational Alignment of Strategic Orientations in Supply Chains

Abbade

2016

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“…There are numerous possible company strategic orientations, and among these, scholars have distinguished those such as market, entrepreneurial, technological, innovation, or learning orientations [83,86,87]. There is also no consensus regarding what dimensions a strategic orientation should have and how to measure these [88].…”

Section: The Strategic Orientation Of a Firm From The Relational Viewmentioning

confidence: 99%

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

Zakrzewska-Bielawska

2018

Sustainability

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The ability to cooperate with others in interorganisational dyads and networks is a source of competitive advantage for firms today. However, the question arises as to whether managers are aware of this and implement relational orientation as a strategy in their firms to obtain relational rent. The purpose of this paper is to provide an answer to this question. The research was conducted on 53 companies based in Poland using semi-structured interviews with executives. On one hand, the research results allowed recognition of the importance of and reasons for firms forming, developing, and withdrawing from interorganisational relations, and on the other hand, confirmed a relationship between a managers’ network awareness and the strategic relational orientation of their firms. The higher the manager’s network awareness, the more interorganisational relations a company forms with different partners, and the better the manager’s knowledge about their partners’ expectations and needs, which are then included in a company’s strategy.

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“…A habilidade desse tipo de empresa deve ser identificar, analisar, entender e responder às necessidades do cliente (Gatignon & Xuereb, 1997). Nesse tipo de direcionamento, a empresa é mais próxima do cliente e pode compensar sua possível falta de inovações (mais comum em uma estratégia direcionada pela tecnologia) com a criação de produtos e serviços que proporcionem benefícios específicos para seus clientes (Deutscher, Zapkau, Schwens, Baum, & Kabst, 2016).…”

Section: Estratégia De Negóciosunclassified

Utilização de sistemas de inteligência de negócios em empresas de serviços

Goncalves¹,

Gouvêa²

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RESUMO O presente trabalho teve como objetivo entender os fatores que facilitam a utilização de sistemas de Business Intelligence em empresas de serviços. Para isso utilizou um modelo Expectation-Confirmation Theory (ECT) adaptado para avaliar o que favorece a aceitação do sistema, além dos constructos do modelo original proposto por Bhattacherjee (2001b): Confirmação, Satisfação, Utilidade Percebida, Intenção Comportamental de Uso e Continuidade de Uso; foram incluídos três constructos no modelo adaptado: Hábito, Qualidade da Informação e Estratégia Direcionada pela Tecnologia. Após a validação de um questionário do tipo survey por especialistas, o instrumento foi enviado para usuários de Sistemas de BI e obteve 81 respondentes funcionários de empresas de serviços. As conclusões apontam que a maior parte das hipóteses foi confirmada, exceto o efeito moderador do Hábito na Continuidade de Uso e a influência da Estratégia Direcionada pela Tecnologia. Podem-se destacar as contribuições acadêmicas e gerenciais deste trabalho. Como contribuição acadêmica, destacam-se: a construção do referencial teórico sobre Business Intelligence, Big Data, Aceitação de Tecnologia, Estratégia e Empresas de Serviços; e o entendimento sobre a relação dos fatores que influenciam a aceitação de um sistema de BI no mercado brasileiro de serviços. Na implicação gerencial, ressalta-se a conclusão que o fato de a estratégia da empresa ser direcionada pela tecnologia não afetar positivamente a utilidade percebida do sistema de BI, isto pode ser um indício que, independentemente de como o empregado identifica a estratégia da empresa, ele percebe o valor do sistema de BI, o que indica que a ferramenta é útil não apenas para cenários de empresas tecnológicas. O trabalho permitirá diversos desdobramentos e análises alternativas, por seu ineditismo e detalhamentos obtidos sobre os aspectos teóricos selecionados.

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Strategic orientations and performance: A configurational perspective

Cited by 112 publications

References 116 publications

Interorganizational Alignment of Strategic Orientations in Supply Chains

Interorganizational Alignment of Strategic Orientations in Supply Chains

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

Utilização de sistemas de inteligência de negócios em empresas de serviços

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