Team and organizational resources, strategic orientations, and firm performance in a transitional economy

2011 ◽  
Vol 64 (12) ◽  
pp. 1344-1351 ◽  
Author(s):  
Chung-Ming Lau
Keyword(s):  
Firm Performance ◽  
Transitional Economy ◽  
Organizational Resources ◽  
Strategic Orientations

Strategic orientations, firm performance and the moderating effect of absorptive capacity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manuel-Alejandro Ibarra-Cisneros ◽  
María del Rosario Demuner-Flores ◽  
Felipe Hernández-Perlines
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Absorptive Capacity ◽  
Entrepreneurial Orientation ◽  
Manufacturing Firms ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Strategic Orientations ◽  
The Relationship

PurposeThe purpose of this article is to study the moderating effect of absorptive capacity, defined as the set of organizational routines and processes through which companies acquire, assimilate, transform and exploit knowledge to produce a dynamic organizational capacity (Zahra and George, 2002), in three strategic orientations: market orientation; technology orientation and entrepreneurial orientation and their positive relationship in the performance of the medium and large Mexican manufacturing firms. Likewise, it is determined whether these three combined SOs influence firm performance.Design/methodology/approachThe data was collected from 171 medium and large-sized Mexican manufacturing firms. The proposed hypotheses are tested using partial least square structural equation modeling (PLS-SEM).FindingsDespite the importance of knowledge for the development of firms, the results indicate that the moderating effect of absorptive capacity is only present in the relationship between entrepreneurial orientation and firm performance. That is, firms cannot take advantage of knowledge simultaneously between the three strategic orientations. For their part, market orientation and entrepreneurial orientation exert a positive influence on firm performance.Practical implicationsThe main practical implication for the manufacturing industry is that they must develop mechanisms to detect what kind of knowledge affects each strategic orientation, in this way it can make the absorptive capacity influence the relationships between SO and FP.Originality/valueThe main contribution consists of studying the moderating effect of the absorptive capacity on the relationship between three strategic orientations and firm performance, and not concentrating solely on the simultaneous use of these strategies as is commonly done.

Strategic Orientation and Performance of Istanbul Stock Market Businesses

2019 ◽  
pp. 94-114 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Information Systems ◽  
Firm Performance ◽  
Stock Market ◽  
Middle Managers ◽  
Primary Objective ◽  
Strategic Orientation ◽  
Knowledge Based ◽  
Strategic Orientations ◽  
Inferential Analysis ◽  
And Performance

The primary objective of this chapter is to critically examine the effect of strategic orientations on the innovation and the performance of İstanbul stock market businesses in Turkey. The three most comprehensive constructs, namely strategic orientation of business enterprises (STROBE), strategic orientation of information systems (STROIS), and strategic orientation of knowledge-based enterprises (STROKE) instruments, were adopted to present a holistic picture of the effect of strategic orientation on innovation and firm performance. A survey was administered and a sample of 203 middle managers was analyzed using SmartPLS version 3.2.7 for inferential analysis and SPSS version 24 for descriptive insights.

scholarly journals Strategic orientation of servitization in manufacturing firms and its impacts on firm performance

2019 ◽  
Vol 119 (2) ◽  
pp. 292-316 ◽  
Author(s):  
Yong Lin ◽  
Jing Luo ◽  
Petros Ieromonachou ◽  
Ke Rong ◽  
Lin Huang
Keyword(s):  
Firm Performance ◽  
Customer Service ◽  
Online Survey ◽  
Manufacturing Sector ◽  
Manufacturing Firms ◽  
Strategic Orientation ◽  
Content Type ◽  
Strategic Fit ◽  
Strategic Orientations ◽  
The Impact

Purpose The purpose of this paper is to provide implementation insights and implications regarding the strategic orientations of servitization by testing its impacts on firm performance, including financial performance and customer service performance. Design/methodology/approach Empirical research is conducted using an online survey disseminated to manufacturing firms in Southeast China. This research develops and verifies a strategic fit framework to understand the relationship between the strategic orientation of servitization and service innovation (SI), and its resulting impacts on firm performance. Findings The results show that service orientation (SO) has direct positive impacts on firm performance in the manufacturing sector. Customer orientation (CO) and learning orientation (LO) have no direct impact on firm performance, although they have indirect impacts on it via the mediating role of SI capability. Moreover, SO has a similar indirect impact on firm performance via SI capability. Research limitations/implications The survey focuses only on China; future studies should verify whether different cultural backgrounds impact the research results. Practical implications The results suggest that firms should build up three strategic orientations (SO, CO and LO) for implementing servitization to facilitate SI capability and, thus, to improve firm performance. Originality/value This research contributes to enhancing the theory of servitization by developing a strategic fit model of servitization and revealing the impact mechanism of servitization in the manufacturing sector.

THE RELATIONSHIP AMONG STRATEGIC ORIENTATIONS, ORGANIZATIONAL INNOVATIVENESS, AND BUSINESS PERFORMANCE

2018 ◽  
Vol 22 (01) ◽  
pp. 1850009 ◽  
Author(s):  
A. ZAFER ACAR ◽  
MEHTAP ÖZŞAHIN
Keyword(s):  
Firm Performance ◽  
Corporate Culture ◽  
Business Performance ◽  
Traditional Approach ◽  
General Structure ◽  
Strong Relationship ◽  
Business Environment ◽  
Organizational Innovativeness ◽  
Strategic Orientations ◽  
Technology Orientation

Today’s complex and competitive business environment restricts the managers to plan their futures strategically. Thus, strategic orientation approach is taking the place of traditional approach to strategic management by spreading strategic thinking to the employees like a corporate culture. The aims of this study are to explore the mutual relationships among market orientation, technology orientation, and organizational innovativeness, and to examine the joint effects of those key drivers on firm performance, and to advance the understanding of the role of the strategic orientations of the firms. Due to the general structure of the research model, a questionnaire survey on 161 manufacturing firms has been concluded. According to analysed data a strong relationship between strategic orientations and the firm performance is indicated. Foremost, the results show that product innovation can significantly assist a competitor-oriented firm in improving its financial performance, while a technology-oriented firm improving its growth and market performance.

scholarly journals Assessing The Performance Impacts of Information Systems From The Resource-Based Perspective: An Empirical Test of The Indirect Effect of IS

1970 ◽  
Vol 24 (2) ◽  
pp. 141-164
Author(s):  
Michael Zhang
Keyword(s):  
Information Systems ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Indirect Effect ◽  
Empirical Test ◽  
Organizational Resources ◽  
Specific Knowledge ◽  
Resource Based View ◽  
Related Diversification

Research into the strategic impacts of information systems (IS) from the resource-based view of competitive advantage has increasingly embraced the indirecteffect of IS on firm performance; that is, IS interact with other complementaryorganizational resources in influencing firm performance. Using both survey andarchival data, this study set out to test the indirect effect of IS and determine thecomplementary organizational resources contributing to IS impacts on firm performance.The results provide additional evidence in support of the indirect performanceeffect of IS. Specifically, the study found that the performance impacts ofIS arose from their interactions with firm-specific knowledge, information, verticalintegration and related diversification that complemented IS.

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