Strategic orientations of the organization - entrepreneurial, market and organizational learning

Abstract

Summary The underlying assumption of this study is that it is possible to define some principles of strategic management. These principles, called strategic orientations, influence and direct the activities of an organisation and are intended to ensure its viability and superior performance. So far, studies into strategic orientations that set out to explain different levels of organisational performance prove that each type of strategic orientation can have a positive impact on business performance. The purpose of this study is to discuss the key aspects of the three strategic orientations - entrepreneurial, market and organizational learning, outlining the relationship between them and the consequences of their choice on the development of the organization. In addressing entrepreneurial, market and learning orientations, the study has described some of the relationships between orientations and their effect on organisational performance. This has allowed us to identify areas of future studies on strategic orientations – that is to say, their integration, the effect of their configurations on organisational performance in different environments, and internal factors underlying strategic orientations.

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“…The literature on this subject examined different types of SOs, such as technological orientation, orientation for exploring business opportunities, and internal and external orientation. However, most commonly cited three strategic orientations have been accepted to provide a significant impact on firm performance: market orientation, EO, learning orientation (Hakala, 2011; Romero et al, , Krzakiewicz & Cyfert, ). Research indicates that, based on firms resources and capabilities, they should take into account the necessary level of each SO, in order to able to achieve superior performance (Nguyen Dinh Tho, , Krzakiewicz & Cyfert, , Riviezzo et al, 2015).…”