The role of brand value in driving brand competitiveness has recently received attention from marketing scholars like Winzar, Baumann, and Chu (2018). From the perspectives of marketing and strategic ...orientation, we propose and test a framework that depicts the effects of these variables on brand competitiveness. Development of the framework was achieved by synthesising existing research from the marketing and management streams. A convenience sample of 374 retailers who worked with the brand as its business customers completed a survey questionnaire. Structural Equation Modelling (SEM) was employed to test the proposed model. We found that brand value, created for business customers, indirectly enhances brand competitiveness through marketing orientation, albeit not directly. Moreover, brand differentiation directly and positively influences brand competitiveness in addition to building brand value. Our study is one of the initial attempts to explore the capability of brand value to bring together market orientation and strategic orientation for brand competitiveness and also extend the periphery of current knowledge about the variables that drive the competitiveness of a brand.
Under the fierce pressures of the fast changing environments that characterize emerging economies, firms must develop dynamic capabilities to survive the competition. This study examines how ...strategic orientation helps build dynamic capability and its contingencies in China's emerging economy. A survey of 380 firms indicates strategic orientations are important drivers of adaptive capability, a key element of dynamic capabilities. The effectiveness of strategic orientations is contingent on market dynamics. In particular, when market demand becomes increasingly uncertain, customer orientation has a weaker impact, whereas technology orientation has a stronger effect on adaptive capability. As competition intensifies, both competitor and technology orientations build adaptive capability more effectively.
Debate surrounding the performance outcomes of a firm’s strategic commitment to digitalization and environmental sustainability (namely, digital orientation and environmental orientation, ...respectively) is gathering pace. Despite progress, there remains no conclusive evidence on whether, and how digital orientation and environmental orientations enhance innovation outcomes, especially for small and medium-sized enterprises (SMEs). Therefore, this paper examines the direct and complementary effects of digital and environmental orientations on the likelihood that SMEs introduce product and/or process innovations (i.e., product and process innovation performance). The study tests its hypotheses on a sample of 369 North American SMEs. Results demonstrate that digital and environmental orientation have a positive direct effect on product and process innovation performance. Instead, the complementary effect of pursuing a dual strategy towards digitization and environmental sustainability has a negative impact on process innovation performance and is not significant for product innovation performance. These results add new insights to theory linking strategic orientation to innovation performance, with specific regard to smaller firms.
Previous research has suggested important environmental and firm factors may be involved in the individual and joint implementation of entrepreneurial orientation (EO) and market orientation (MO). In ...a sample of 179 SMEs, we examine firm-level and environmental-level contingencies regarding EO and MO's joint impact on new product development performance. This study provides further context to which firms should avoid or pursue an EO-MO dual implementation. Contrary to our arguments, the results show that larger firms may be more adept at managing EO and MO simultaneously, whereas inefficiencies may arise with smaller firms. In support of our arguments, we empirically show that firms that focus on services rather than goods benefit from the joint impact of EO and MO. Additionally, environmental turbulence and industries characterized by high technological intensity provide benefits for EO-MO implementation due to opportunities in volatile environments aligning with EO and hedging risk by staying close to customers.
This study aims to investigate the influence of green innovation strategic orientation on competitive advantage in the hospitability industry, with the mediating role of green intellectual capital. ...This study adopts a structural equation model to test hypotheses using a three-way time-lagged sample data of 264 restaurants and hotels in Vietnam. Empirical results show that green innovation strategic orientation has a positive influence on hospitality companies’ competitive advantage. Furthermore, green intellectual capital, including green human capital, green structural capital, and green relational capital have positive mediating effects in the relationship between green innovation strategic orientation and competitive advantage. Findings of this study provide implications for researchers and practitioners regarding building competitive advantage through green innovation strategic orientation and green intellectual capital in the hospitality industry.
•Green business is important to meet stakeholders' expectations in the hospitality industry.•Green innovation strategic orientation helps build competitive advantage for hospitality companies.•Green intellectual capital mediates the link between green innovation strategic orientation and competitive advantage.
This study examines how brick-and-mortar retailers' organizational legitimacy interacts with different strategic orientations to impact decision-making on cross-channel integration by drawing upon ...institutional theory and multi-channel or omni-channel retailing literature. Using ordered logistic regression on the data of 57 Chinese A-share listed companies from 2012 to 2018, the empirical results show that a retailer's organizational legitimacy has an inverse U-shaped effect on its cross-channel integration. Furthermore, technological orientation strengthens the positive impact of organizational legitimacy on cross-channel integration, encouraging retailers to seek change; whereas sales orientation enhances the negative effect of organizational legitimacy on cross-channel integration, forcing retailers to seek stability. This study provides managerial guidance for brick-and-mortar retailers when formulating strategic decisions regarding cross-channel integration.
Research Summary
An original and clarifying conceptualization of entrepreneurial orientation (EO) is advanced based upon three fundamental ways in which entrepreneurship can be manifest as an ...organizational attribute: as top management style, organizational configuration, and new entry initiatives. We leverage this conceptualization to examine the presumed state of irreconcilable differences between the Miller (1983)/Covin and Slevin (1989) and Lumpkin and Dess (1996) conceptualizations of EO. This research proposes that these conceptualizations are reconcilable when the problem is reframed to consider how EO is manifest as an organizational attribute at and across multiple levels of analysis. Like the blind men and the elephant, these works have drawn attention to different aspects of a broader phenomenon. How EO as a multifaceted organizational attribute shapes future scholarly dialogue is discussed.
Managerial Summary
The concept of entrepreneurial orientation (EO) has been proposed as a way of envisioning what it means for organizations to “be entrepreneurial.” There is more than one answer to this question. This paper describes three principal ways entrepreneurship‐as‐an‐organizational attribute has been discussed, including illustrative examples from real‐world businesses. One perspective recognizes the entrepreneurial aspect of organizations by considering top management style; a second perspective recognizes that organizations manifest entrepreneurship through a configuration of key organizational elements; and a third perspective looks to evidence of the organization's entry into new offerings and domains of operation as indicative of entrepreneurship. All three manifestations of “being entrepreneurial” are part of the current conversation on EO. This paper recognizes the conceptual legitimacy and practical interdependence of these distinct perspectives.
Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective ...by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view.
Digitalization is increasingly seen as a strategic means for firms to yield competitive and environmental advantages. Still, current empirical research does not yet provide ample evidence on how a ...firm's strategic posture towards digitalization connects to environmental performance. This study examines the link between digital orientation and environmental performance as well as the moderating role of technological turbulence. The natural-resource-based view and literature on strategic orientations provide the conceptual foundations. The hypotheses are tested with data from 515 U.S. Standard and Poor's 500 companies with 2,800 firm observations from 2009 to 2019. The results indicate that, first, a firm's digital orientation has a significant and positive effect on environmental performance and, second, this effect is even more pronounced in technologically turbulent business environments. In sum, our findings suggest that managers can improve their firm's environmental performance and competitive position by increasing the digital orientation within their organizations. We thus add to the literature on the natural-resource-based view by identifying digital orientation as a strategy aligned with the natural environment. Finally, we derive practical implications for managers and policymakers aiming to bring together digitalization and green strategies.
•Strategic digital orientation positively affects firms' environmental performance.•This effect is more pronounced in technologically turbulent environments.•We provide a concrete manifestation of the natural resource-based view.•We use employee reviews to assess if companies' claims are put into practice.•We offer practical guidance on digital-to-green strategies.
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