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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Published in:	Strategic management journal Vol. 40; no. 11; pp. 1822 - 1851
Main Authors:	Schweiger, Simone A., Stettler, Tatiana R., Baldauf, Artur, Zamudio, César
Format:	Journal Article
Language:	English
Published:	Chichester, UK Wiley 01.11.2019 John Wiley & Sons, Ltd Wiley Periodicals Inc
Subjects:	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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Abstract	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.
AbstractList	Research SummaryA 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 SummaryManagers 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. 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.
Author	Stettler, Tatiana R. Schweiger, Simone A. Zamudio, César Baldauf, Artur
Author_xml	– sequence: 1 givenname: Simone A. surname: Schweiger fullname: Schweiger, Simone A. – sequence: 2 givenname: Tatiana R. surname: Stettler fullname: Stettler, Tatiana R. – sequence: 3 givenname: Artur surname: Baldauf fullname: Baldauf, Artur – sequence: 4 givenname: César surname: Zamudio fullname: Zamudio, César
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Copyright	2019 John Wiley & Sons, Ltd. Copyright © 2019 John Wiley & Sons, Ltd.
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Publisher	Wiley John Wiley & Sons, Ltd Wiley Periodicals Inc
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Snippet	Research Summary A firm's strategic orientation has long been of interest in management and strategy research. In particular, entrepreneurial, market, and... Research SummaryA firm's strategic orientation has long been of interest in management and strategy research. In particular, entrepreneurial, market, and...
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SubjectTerms	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
Subtitle	A meta-analytic synthesis and theory extension
Title	The complementarity of strategic orientations
URI	https://www.jstor.org/stable/26841872 https://onlinelibrary.wiley.com/doi/abs/10.1002%2Fsmj.3042 https://www.proquest.com/docview/2307297264
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