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Integration of market and entreprene...

University of Manitoba (Canada).

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Integration of market and entrepreneurial orientations.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Integration of market and entrepreneurial orientations./
作者:	Zhang, Di.
面頁冊數:	182 p.
附註:	Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2798.
Contained By:	Dissertation Abstracts International69-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=NR41284
ISBN:	9780494412848

Integration of market and entrepreneurial orientations.
Zhang, Di.

Integration of market and entrepreneurial orientations. - 182 p.

Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2798.

Thesis (Ph.D.)--University of Manitoba (Canada), 2008.

Market orientation (MO), which primarily focuses on knowing the customers and competitors, has been a dominant theme in marketing strategy research for the last two decades. Theories and empirical evidence generally support that MO has a robust positive influence on firm performance. However, MO has its limitations. It has been argued that MO may be necessary, but not sufficient, to provide sustainable competitive advantages.

ISBN: 9780494412848Subjects--Topical Terms:

626628
Business Administration, Management.

Integration of market and entrepreneurial orientations.
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245 1 0 $a Integration of market and entrepreneurial orientations.
300 $a 182 p.
500 $a Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2798.
502 $a Thesis (Ph.D.)--University of Manitoba (Canada), 2008.
520 $a Market orientation (MO), which primarily focuses on knowing the customers and competitors, has been a dominant theme in marketing strategy research for the last two decades. Theories and empirical evidence generally support that MO has a robust positive influence on firm performance. However, MO has its limitations. It has been argued that MO may be necessary, but not sufficient, to provide sustainable competitive advantages.
520 $a Recent research indicates that other strategic orientations, such as entrepreneurial orientation (EO), which emphasizes innovativeness, pro-activeness, and risk-taking, may potentially serve as a complementary route to superior performance. However, the integration of the two strategic orientations has not been fully investigated.
520 $a The purpose of this dissertation is to explicate how these two strategic orientations differ---MO responds to external environments, and EO resorts to internal visioning. It is argued that firms can adopt either one of these two orientations, or a combination thereof, to achieve performance goals. From a resource-based view, this dissertation will also explore how industry environment and organizational factors provide a context, where management emphasis is steered towards a certain combination of these strategic orientations.
520 $a Using data from a Canadian national survey of business owners and managers of manufacturing companies, this dissertation demonstrates that MO leads to improved customer satisfaction and loyalty (CSL), which ultimately leads to financial performance. In contrast, EO bypasses CSL, and has a direct impact on financial performance. The benefits of these two strategic orientations are unique and complementary.
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