1998
DOI: 10.1177/104225879802300103
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The Effect of Market Orientation and Organizational Flexibility on Corporate Entrepreneurship

Abstract: Corporate entrepreneurship (CE), flexibility (F), and market orientation (MO) are being recognized as key success factors in our increasingly competitive, global economy. This study builds a model (CEFMO) and examines the relationships among these factors and the relationship between these variables and business performance. All of these factors are controllable by management. Practical application of this research can lead to increased effectiveness for the firm and benefits for the firm's stakeholders.

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Cited by 104 publications
(83 citation statements)
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References 25 publications
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“…Empirical linkages between structural organicity or aspects of structural organicity and the tendency of organizations to exhibit entrepreneurial behaviors have been demonstrated by, for example, Miller and Friesen (1984), Covin and Slevin (1988), and Barrett and Weinstein (1998). This present study confirms these linkages where significant coefficients were detected on competitive capability outcomes.…”
Section: Discussionsupporting
confidence: 79%
“…Empirical linkages between structural organicity or aspects of structural organicity and the tendency of organizations to exhibit entrepreneurial behaviors have been demonstrated by, for example, Miller and Friesen (1984), Covin and Slevin (1988), and Barrett and Weinstein (1998). This present study confirms these linkages where significant coefficients were detected on competitive capability outcomes.…”
Section: Discussionsupporting
confidence: 79%
“…Slater and Narver (1995) argue that one solution to this problem is to combine market orientation with an entrepreneurial orientation in seeking and exploiting new products and markets. It has further been suggested that there is a link between market orientation and corporate entrepreneurship in that these effectively provide a trade-off, particularly in dynamic environments, whereby firms may identify opportunities (Barrett and Weinstein, 1998;Matsuno et al, 2002;Simmons et al, 2009) or be subject to environmental hostility (Zahra and Garvis, 2000). Despite these attempts to link corporate entrepreneurship and market orientation, no consideration has been given to the relevance of market orientation to CV.…”
Section: Market Orientationmentioning
confidence: 99%
“…Entrepreneurship was later seen as a mediator between market orientation and firm performance, in the sense that entrepreneurship transforms market opportunities selected by market-oriented entrepreneurs into business performance (Barrett and Weinstein 1998;Kohli and Jaworski 1990;Jaworski et al 1993).…”
Section: Market-driven Management and Theories Of The Firmmentioning
confidence: 99%