The complementarity of strategic orientations A meta-analytic synthesis and theory extension

Research Summary A firm's strategic orientation has long been of interest in management and strategy research. In particular, entrepreneurial, market, and learning orientations have received thorough theoretical and empirical research attention. In this meta‐analysis, we compare the direct and...

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Veröffentlicht in:Strategic management journal Jg. 40; H. 11; S. 1822 - 1851
Hauptverfasser: Schweiger, Simone A., Stettler, Tatiana R., Baldauf, Artur, Zamudio, César
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Chichester, UK Wiley 01.11.2019
John Wiley & Sons, Ltd
Wiley Periodicals Inc
Schlagworte:
Assimilation
Attention
Complementarity
Corporate culture
Entrepreneurship
firm performance
Knowledge base
Learning
Managers
Markets
Meta-analysis
meta‐analytic structural equation modeling
Organizational culture
Organizational effectiveness
Organizational performance
Organizational research
RESEARCH ARTICLE
Research methodology
seemingly unrelated regression
strategic orientations
Strategies
Structural equation modeling
Synthesis
ISSN:0143-2095, 1097-0266
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Zusammenfassung:Research Summary A firm's strategic orientation has long been of interest in management and strategy research. In particular, entrepreneurial, market, and learning orientations have received thorough theoretical and empirical research attention. In this meta‐analysis, we compare the direct and combined performance effects of these orientations, explore their interrelatedness, and provide a theoretical foundation for complementarity between the three. Building on prior empirical findings from 210 samples and using structural equation modeling and seemingly unrelated regression techniques, we extend the knowledge base on strategic orientations. Our results provide evidence for interrelatedness and complementarity among strategic orientations, indicating that superior firm performance emerges from its capability to align entrepreneurial, market, and learning orientations. Managerial Summary Managers might be tempted to divide rather than combine their attention on various aspects of strategy, such as entrepreneurial, market, and learning orientations. Similarly, organizational culture might inhibit or promote collaboration between distinct organizational functions. We synthesize a vast body of research on firm‐level strategy making and reveal that while each strategic orientation is beneficial on its own, together, the three strategic orientations create synergies that surpass the effects of individual strategic orientations. Therefore, to achieve superior performance, firms need to align their strategy making efforts to (a) monitoring changes in customer needs and competitor moves, (b) engaging in creative processes, and (c) assimilating the extensive knowledge gained from these activities.
Bibliographie:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
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ISSN:0143-2095
1097-0266
DOI:10.1002/smj.3042