This study examined the innovation that leads to a competitive advantage in the frozen food business in the context of small-sized and medium-sized enterprises (SMEs). The research process consisted ...of three parts: 1) a literature study; 2) an empirical research study using questionnaires as a data collection tool; and 3) an analysis and conclusion of the research results using exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modelling (SEM). The findings showed that innovation enhanced the advantages in competition via external factors. These external factors were divided into two groups: micro-oriented factors and macro-oriented factors. The external factors at the micro level had more influence on the innovation development of the frozen food businesses than those at the macro level. The results showed that entrepreneurs, especially SME entrepreneurs, need to adapt and readily prepare themselves to face upcoming economic changes, which are about to occur not only at the global level but also at the regional and the country levels. In addition to the internal contexts within the organization, external factors are also important, especially those that will lead to the development of innovation. Innovation will become the strategic tool in this important competition for the improvement, creation, and enhancement of business to create competitive advantages equal to or better than those in foreign countries in order to realize sustainable development.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
As the importance of B2B branding increases, literature has received considerable attention in the recent years. An underexplored area in B2B branding revolves around brand positioning and its ...antecedents. Towards this end, this study links market orientation (proactive and responsive) with the various positioning strategies. Specifically, we extend the extant literature by (1) exploring the possible connections (and alignments thereof) between market orientation types and brand positioning, and (2) examining the effects of these positioning strategies on brand performance. Based on data collected from individuals responsible for managing B2B brands in various industries, this study finds that both proactive and responsive market orientation types support the development of specific positioning strategies. These positioning strategies, in turn, mediate the relationship between market orientation types and brand performance. Implications for researchers and practitioners are provided.
•Market orientation types (proactive and responsive) influence positioning strategies.•Responsive market orientation is more appropriate for brand based differentiation.•Positioning strategies mediate the relationship between market orientation and brand performance.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
This study focuses on market orientation in family-owned firms. Market orientation is influenced by organizational characteristics and is at the same time a key antecedent of innovation. Since the ...generation in control largely shapes the family firm’s organization, the authors examine the relationships between the generation in control, market orientation, and innovation. Using regression analysis, the study demonstrates that later generations show a lower level of market-oriented behavior, that the positive relationship between market orientation and innovation is maintained in a family firm sample, and that the generation in control influences innovation through its influence on market orientation.
Full text
Available for:
NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
High-technology firms often partake in coopetitive alliances toward improving their innovation performance. As relational governance contributes significantly to explaining the coopetitive alliance ...success, this research examines the facilitation of relational governance in coopetitive alliances. Drawing from social contract theory, we propose that alliance’s market orientation (AMO) is a means to establish social and cooperative norms, which in turn, increases the viability of relational governance. The analysis of 246 coopetitive innovation alliances among firms in high-technology industries reveals that alliance competence is an important antecedent to AMO, and AMO plays a key role in facilitating relational governance toward improving alliance performance. Furthermore, environmental turbulence enhances the positive influence of relational governance.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
This study examines different roles of new product alliance partners in enhancing responsive market orientation (RMO) and proactive market orientation (PMO) of industrial manufacturing firms in the ...context of learning in business-to-business (B2B) relationships. A survey of 146 firms shows that horizontal new product alliances with competitors provide access to similar industrial knowledge and know-how and thus help improve a manufacturing firm's RMO through exploitative learning. Although vertical new product alliances with suppliers may grant access to similar domains of knowledge, the findings of this study do not provide any support for their effect on a manufacturing firm's RMO. In contrast, the study shows that vertical new product alliances with research institutions provide access to a broader knowledge base and greater know-how with higher levels of non-redundancy and thus help improve a PMO through explorative learning. In addition, the results suggest that both RMO and PMO developed in different types of new product alliances enable a manufacturing firm to improve its new product performance and eventually its overall performance.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
This paper analyzes the effects of market orientation and innovation on competitive advantage and business performance. The method of collecting data is a designed questionnaire. The sample size is ...150 textile SMEs in Selangor, Malaysia. Path analysis by operating SPSS 20.0 is used in analyzing the research. The result shows that market orientation and innovation had positive and significant effects on competitive advantage, partially. Market orientation and innovation give contributions to the competitive advantage of 46.3% while the rest of 54.7% are influenced by other variables which are not described in this study. Competitive advantage partially has a positive and significant influence on business performance. Market orientation and innovation also have significant effects on business performance both directly and indirectly through competitive advantage. Market orientation, innovation, and competitive advantage give contributions to the business performance of 58.4% while the rest of 41.6% are influenced by others variables which are not described in this study.
•International Entrepreneurial Orientation and Network Capability positively influence SMEs International Performance.•International Market Orientation does not influence SMEs International ...Performance.•International Entrepreneurial Orientation directly influences International Market Orientation and Network Capability.•There exist interrelations between the strategic orientations that determine SMEs International Performance.
This study contributes to literature on the internationalization of SMEs by analysing the influence of International Market Orientation, Network Capability, and International Entrepreneurial Orientation on the International Performance of this kind of businesses. Particularly, both the direct effects of explanatory variables of International Performance and interdependence relations between them are analysed. Results obtained from a sample of 161 Mexican SMEs using SEM-PLS analysis show that the International Performance of this kind of businesses is favourably influenced by their Network Capability and International Entrepreneurial Orientation, but not by their International Market Orientation. Similarly, it is verified that interdependence relations exist among the explanatory variables of International Performance of SMEs, where positive impact of International Entrepreneurial Orientation is observed on Network Capability and the International Market Orientation of SMEs.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
This paper presents a framework that helps researchers to design and validate both formative and reflective measurement models. The framework draws from the existing literature and includes both ...theoretical and empirical considerations. Two important examples, one from international business and one from marketing, illustrate the use of the framework. Both examples concern constructs that are fundamental to theory-building in these disciplines, and constructs that most scholars measure reflectively. In contrast, applying the framework suggests that a formative measurement model may be more appropriate. These results reinforce the need for all researchers to justify, both theoretically and empirically, their choice of measurement model. Use of an incorrect measurement model undermines the content validity of constructs, misrepresents the structural relationships between them, and ultimately lowers the usefulness of management theories for business researchers and practitioners. The main contribution of this paper is to question the unthinking assumption of reflective measurement seen in much of the business literature.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
This study investigates the effect of strategic performance measures (SPM) on a firm’s performance in the service sector with and without the mediating effect of market orientation (MO).We analyse ...107 data points with structural equation modellingSmartPLS. The results show that to use SPM has a positive effect on a firm’s performance, both directly and indirectly through the mediator of MO (customers).We do not involve MO (competitors), a completely different dimension.In addition, using the Sobel test We find that MO (customers) fully mediates the relationship between SPM and a firm’s performance. This research confirms that a firm does better when it consistently fulfils its customers’ needs and thus gains a sustainable competitive advantage. Previous studies of MO by management accounting researchers did not fully recognise the effect of the mediation.
Designing a business model is not a one-off process; adjustments are often required. To create such adjustments and realize business model innovation, firms require the deployment of dynamic ...capabilities. Yet, we know little about the role of dynamic capabilities in fostering business model innovation, particularly in SMEs. This research, designed as an in-depth longitudinal case study, investigates how an SME’s market orientation and its deployment of dynamic capabilities are related to business model innovation. By developing a process framework of an SME’s business model innovation from start-up to scale-up, this paper contributes to the literatures on business model (innovation), small business, and dynamic capabilities. It clarifies how an SME’s market orientation, through the fitting deployment of its dynamic capabilities, drives its business model innovation. More specifically, this study characterizes market-driving, market-driven, and ambidextrous business models in the SME context, and reveals the exact dynamic capability processes necessary for transforming a business model from market-driving to market-driven, and ultimately to a model reflecting an ambidextrous market orientation. These insights outline how SMEs can deploy dynamic capabilities that align with the SME’s market orientation to innovate the design and architecture of their business models.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
PDF
