Market, entrepreneurial, and technology orientations: impact on innovation and firm performance

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dc.contributor.authorKocak, Akin
dc.contributor.authorCarsrud, Alan
dc.contributor.authorOflazoglu, Sonyel
dc.date.accessioned2024-09-18T20:28:00Z
dc.date.available2024-09-18T20:28:00Z
dc.date.issued2017
dc.departmentHatay Mustafa Kemal Üniversitesien_US
dc.description.abstractPurpose - The purpose of this paper is to examine the effects of market, technology, and entrepreneurial orientations (EOs) on both innovation and firm performance. It analyzes the mediating effects of incremental and radical innovation within the context of entrepreneurial firms in Turkey, an emerging economy. Design/methodology/approach - This study empirically analyses the impact of strategic orientations on firm performance through innovation with a sample of 818 small and medium enterprises in Turkey. To test the proposed model, LISREL is used. Findings - Proactive market orientation (MO) and technology orientation (TO) lead to radical innovation, while responsive MO strongly affects incremental innovation. EO impacts performance directly and indirectly via both incremental and radical innovation. Practical implications - Finding suggests that senior management of firms, especially in emerging economies should encourage marketing managers to focus on key trends of markets, both existing and emerging. These marketing managers should find and work with lead users to improve radical product development. This means that those managing marketing need to be well schooled in technology, and they should also possess a proactive MO. Originality/value - The present study employs a two-part view of the MO construct (responsive and proactive MO). This conceptualization provides a greater degree of precision in the use of the MO concept which was rarely employed in prior studies. Moreover, this paper views strategic orientations as drivers of innovation and examines how radical and incremental innovation mediate the effects of MO, EO and TO on firm performance. Finally, this is one of the few studies to look at all of these factors simultaneously and to include the two-part view of MO.en_US
dc.identifier.doi10.1108/MD-04-2015-0146
dc.identifier.endpage270en_US
dc.identifier.issn0025-1747
dc.identifier.issn1758-6070
dc.identifier.issue2en_US
dc.identifier.scopus2-s2.0-85014675297en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage248en_US
dc.identifier.urihttps://doi.org/10.1108/MD-04-2015-0146
dc.identifier.urihttps://hdl.handle.net/20.500.12483/10666
dc.identifier.volume55en_US
dc.identifier.wosWOS:000398030100002en_US
dc.identifier.wosqualityQ3en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofManagement Decisionen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectInnovationen_US
dc.subjectEntrepreneurial orientationen_US
dc.subjectFirm performanceen_US
dc.subjectMarket orientationen_US
dc.subjectTechnology orientationen_US
dc.subjectMarketing needen_US
dc.titleMarket, entrepreneurial, and technology orientations: impact on innovation and firm performanceen_US
dc.typeArticleen_US

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