2008
DOI: 10.1108/01437720810919332
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The innovativeness effect of market orientation and learning orientation on business performance

Abstract: PurposeThe purpose of this paper is to provide a quantitative analysis, in which learning orientation, market orientation, entrepreneurial orientation, and innovativeness function as key success factors in technology‐intensive firms. The authors formulate a structural equation model to examine the relationship among these constructs.Design/methodology/approachA structural equation model was designed to examine the relationship. To test the model, the authors conducted covariance structural analyses of data col… Show more

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Cited by 212 publications
(222 citation statements)
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References 71 publications
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“…Our findings support earlier studies (e.g., Slater & Narver, 1995;Baker & Sinkula, 2002;Lin et al, 2008) noting the positive role of MO and LO as sound antecedents of innovation. The notion of causality of farmers' attitudes in our empirical research opens possibilities to investigate the acceptance of specific services supported by the current AKIS.…”
Section: Positive Role Of Mo and Losupporting
confidence: 83%
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“…Our findings support earlier studies (e.g., Slater & Narver, 1995;Baker & Sinkula, 2002;Lin et al, 2008) noting the positive role of MO and LO as sound antecedents of innovation. The notion of causality of farmers' attitudes in our empirical research opens possibilities to investigate the acceptance of specific services supported by the current AKIS.…”
Section: Positive Role Of Mo and Losupporting
confidence: 83%
“…LO influences firms' propensity to create and use knowledge, and affects an organization's degree of information use and active learning as one important internal resource (Cohen & Levinthal, 1990;Farrell, 1999;Chaston et al, 2001;Anderson & Bookock, 2002). However, it is a time-consuming process that requires commitment and managerial skills, what can represent a constraint for SME (Lin et al, 2008). Furthermore, learning in SMEs is reactive in the short term and might suggest an adaptive behaviour rather than innovativeness .…”
Section: Conceptual Framework and Hypothesesmentioning
confidence: 99%
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“…Hakala (2010) described it as templates for the ways of conducting business activity to maintain and improve the organizational performance. Scholars have considered that both market orientation and entrepreneurial orientation have positive influence on firm performance (Slater & Narver, 2000;Lin, Peng, & Kao, 2008;Reijonena & Komppulab, 2010;Fauzul, Takenouchi, & Yukiko, 2010;Chandrakumara, De Zoyza, & Manawaduge, 2011;Wang, 2008). Although market orientation has been found to be positively related to sustainable competitive advantage (Aziz & Yassin, 2010) and innovation performance (Mavondo, Chimhanzi, & Stewart, 2005), a number of studies have also proven that market orientation is a poor predictor SME performance and even detrimental when the demand uncertainty is at a higher level (Gao, Zhou, & Yim, 2007;Ledwith & Dwyer, 2009 Vol.…”
Section: Strategic Orientation and Firm Performancementioning
confidence: 99%
“…The creation of a good human relation activities is very much related to the management of employment relationship (Lin et., 2008). With this establishment it will further enhance the spirit of healthy competition within the firm (Andonova and Zuleta, 2007).…”
Section: Working Environment and Competitionmentioning
confidence: 99%