Understanding Market-Driving Behavior: The Role of Entrepreneurship

Strategic Orientations and SME Performance: Moderating Effect of Absorptive Capacity of the Firm

“…10, No. 13; Firm performance has been positively influenced by market orientation combined with innovation orientation (Appaiah & Singh, 1998), resource orientations (Paladino, 2009), technology orientation (Jeong, Pae, & Zhou, 2006), product orientation (Shaw, 2000;Fritz, 1996), entrepreneurial orientation (Bhuian, Mengue, & Bell, 2005;Frishammar & Horte, 2007;Schindehutte, Morris, & Kocak, 2008;Baker & Sinkula, 2009;Tajeddini, 2010;Hoq & Chauhan, 2011) and learning orientation (Lee & Tsai, 2005;Atuahene-Gima, Slater, & Olson, 2005;Baker & Sinkula, 2002;Keskim, 2006). Studies by Liu, Luo, and Shi (2002) and Liu, Luo, and Shi (2003) found positive effect of entrepreneurial orientation, market orientation and learning orientation on corporate entrepreneurship, while Barrett, Balloun, andWeinstein (2005a, 2005b) found that entrepreneurial orientation, market orientation and learning orientation correlates with performance of non-profit organizations.…”

Business model innovation vs replication: financial performance implications of strategic emphases

“…Specifically, marketing researchers have speculated on the advantages of taking a proactive, 'market-driving' stance toward (business model) innovation: reshaping existing market structures, addressing latent customer needs, producing discontinuous leaps in customer value, designing unique business systems, developing new channels, and/or fundamentally changing the rules of the competitive game (Bergman, Viljainen, Kässi, Partanen, & Laaksonen, 2006;Jaworski, Kohli, & Sahay, 2000;Kumar, Scheer, & Kotler, 2000;Narver, Slater, & MacLachlan, 2004;Schindehutte, Morris, & Kocak, 2008). These authors contrast this proactive market orientation to the traditional reactive market orientation, which is characterized by a firm's strategy to simply adapt to existing market structures and/or to merely respond to and be led by customers' existing, manifest needs.…”

“…Such notions have been manifest in, for example, the rather optimistic accounts on the virtues of 'strategy innovation' and 'blue ocean strategy' (Hamel, 1998;Kim & Mauborgne, 2005b;Markides, 1997) as well as in some accounts of market-driving market orientation (e.g. Narver et al, 2004;Schindehutte et al, 2008), and innovation orientation (e.g. Siguaw et al, 2006;cf.…”

The Effect of Entrepreneurship Orientation on Learning Orientation and Innovation: A Study of Small-Sized Business Firms in Iran

“…Actually, this is because innovation, in addition to developing firm's capabilities (Schindehutte, Morris and Kocak, 2008), enables it to correspond with environmental changes, and thus is necessary for an That is why learning is observed as a stimulus that can increase the capacity of a firm's innovation (Calantone, Cavusgil and Zhao, 2002;Hult, Hurley and Knight, 2004). In other words, it is the process of learning through which innovation is directly promoted (Hunt and Morgan, 1996).…”