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Being entrepreneurial and market driven: implications for company performance

Being entrepreneurial and market driven: implications for company performance Purpose – The purpose of this paper is to examine empirically the interaction between entrepreneurial orientation (EO) and market orientation and its effect on performance in both high and low technology industries. Design/methodology/approach – The paper proposes that being entrepreneurial and market‐driven stem from two distinct organizational capabilities that interact to influence subsequent firm performance. Findings – Data from 457 manufacturing firms show that the interaction effect is significant only in high technology industries. Research limitations/implications – The results encourage future research on the nexus of opportunity recognition and entrepreneurial behavior in established firms embedded in organizational routines. Originality/value – The paper shows that managers in high technology industries would benefit from developing capabilities and implementing systems that augment their firms' market orientation. Market orientation provides an important means to harness the firm's EO, an important means of achieving growth and profitability. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

Being entrepreneurial and market driven: implications for company performance

Journal of Strategy and Management , Volume 1 (2): 18 – Nov 21, 2008

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References (92)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1755-425X
DOI
10.1108/17554250810926339
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine empirically the interaction between entrepreneurial orientation (EO) and market orientation and its effect on performance in both high and low technology industries. Design/methodology/approach – The paper proposes that being entrepreneurial and market‐driven stem from two distinct organizational capabilities that interact to influence subsequent firm performance. Findings – Data from 457 manufacturing firms show that the interaction effect is significant only in high technology industries. Research limitations/implications – The results encourage future research on the nexus of opportunity recognition and entrepreneurial behavior in established firms embedded in organizational routines. Originality/value – The paper shows that managers in high technology industries would benefit from developing capabilities and implementing systems that augment their firms' market orientation. Market orientation provides an important means to harness the firm's EO, an important means of achieving growth and profitability.

Journal

Journal of Strategy and ManagementEmerald Publishing

Published: Nov 21, 2008

Keywords: Entrepreneurialism; Market driven production; Market orientation; Organizational performance

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