For decades, the strategic management literature has recognized strategicorientation as an important cultural attribute in the investigation of the link betweenorganizational culture and firm performance. Using three studies, we develop a surveymeasure of strategic orientation that is unidimensional, reliable, and predictiveof financial performance. Our final study uses a sample of 779 respondents from 20companies and empirically demonstrates a positive relationship between strategicorientation and firm performance. Our results support the notion that managersshould both encourage and support behaviors and execute actions that are consistentwith our measure of strategic orientation to create a coherent strategic approach,resulting in improved financial performance.
Organizations today must have the capacity to change in response to dynamic and competitive environments. My studies have focused on the importance of flexibility and adaptability but fewer have examined mediated links to performance. This study examines a moderated mediation model of adaptability culture on organizational performance through action orientation. The moderated-mediation model suggests that firms need an adaptability culture that is driven by action orientation in order to affect organizational performance. The model also examines how risk taking moderates this relationship. Findings show the importance and willingness for employees to not just embody of culture of adaptability but also take action and risk to put strategies into motion.
In this study, we examine the dynamics between emotional intelligence, work-family balance, and job performance. A review of the literature to date has shown distinct relationships between emotional intelligence to job performance and work-family balance to job performance. We utilize a sample of 233 respondents to empirically test our set of hypotheses that contend work-family balance mediates the relationship between emotional intelligence and job performance. Our results support these hypotheses. Practical implications and directions for future research are discussed.
ABSTRACTWhile the strategic management literature has numerous studies examining the relationship between strategic orientation and firm-level financial performance, relatively few studies have viewed this relationship in an entrepreneurship context. This study uses three samples to develop an operationalization of strategic orientation in a small-firm context. Moreover, in a final sample of 613 respondents from 19 small-to-medium enterprises (SMEs), this study empirically demonstrates a significant positive relationship between strategic orientation and SME firm-level financial performance.INTRODUCTIONAccording to the U.S. Department of Labor, in 2009 small businesses represented 99.7% of all employer firms in the US. While small-to-medium enterprise (SME) growth was impacted by the 2008 recession, by 2009 entrepreneurs were already beginning to look for new opportunities for small business growth (Small Business Administration, 2010). Despite the importance of SME growth, there is not much known about the antecedents of SME growth. Overall, development and conceptualization of SME growth is limited (Wiklund, Patzelt, & Shepherd, 2009).Strategic orientation has received considerable attention in the strategy literature as an important antecedent of firm growth. It has been defined as a continuous and iterative process that must focus on the different effects of rational, economic, political and subjective aspects of strategic change on competitive performance (Whipp, Rosenfeld, & Pettigrew, 1989). Grounded in Barney's (1991) theory on the resource-based view (RBV) of a firm, researchers have defined strategic orientation as an attribute that influences the ability of a firm to focus strategic direction of the firm and build or sustain the proper strategic fit for superior firm performance (Davidsson and Wiklund, 2000; Gatignon & Xuereb, 1997). Since strategic orientation will vary from one organization to the next; and vary based on contextual organizational variables, strategic orientation is viewed as a multidimensional construct (Venkatraman, 1989). Therefore organizations use resource allocation and environmental cues to determine the right plan for the company to achieve its goals (Goll & Sambharya, 1995). Based on strategic management literature, strategic orientation increases the likelihood of share goals, making it easier to implement effective processes and increase performance.While a significant body of literature exists examining the impact of strategic orientation and growth in large firms, generalizing these findings to SMEs is suspect. The impact of strategic orientation on SMEs will differ from big businesses based on resource allocation constraints and capabilities of the firm. In an attempt to address the gap between strategic orientation and context- specific SME performance, this paper attempts to operationalize strategic orientation in a small-firm context. Moreover, we examine 857 respondents from 22 SMEs to empirically demonstrate a relationship between strategic orientation and SME performance. First, we will discuss strategic orientation from a large business and an SME perspective. Accordingly, this study: (1) operationalizes strategic orientation; and (2) assesses the impact of strategic orientation on SMEs.Strategic Orientation and Large Firm PerformanceAs previously stated, there have been many studies that have examined the significance of strategic orientation and its requisite impact on firm success. Studies have conceptualized strategic orientation utilizing various approaches including classifying firms into typologies (Miles and Snow, 1978) or identifying cultural attributes (Venkatraman, 1989). Consequently, confusion exists regarding the conceptualization and operationalization of strategic orientation. A review of the research attempting to operationalize strategic orientation has identified nearly 20 attributes to measure strategic orientation including variables associated with several alternative strategic orientations including learning, entrepreneurial, employee, and innovation orientations. …
This research investigates the relationship between adaptability and small-and-medium enterprises (SME) performance, and the mediating role of action orientation. We highlight the importance of risk-taking on the relationship between adaptability and action orientation. Our study integrates research on dynamic capabilities and SME culture and how they translate into financial performance. We develop a moderated-mediation model of adaptability, linking perceptions of action to organizational performance. We argue these relationships are moderated by risk-taking. Our findings suggest: (a) there is a positive relationship between organizational adaptability and action; (b) action is positively related to organizational performance; (c) the indirect effect of organizational adaptability on organizational performance (via action) is stronger when employees work in a more risk-oriented environment.
This paper identifies specific factors that cause some small business owners to search for new opportunities while other owners choose to remain with the status quo. Using concepts drawn from the literatures in decision making. entrepreneurship, organization theory, and strategy, we develop a model of factors that stimulate opportunity identification. Determinants include characteristics of the industry environment, intentions and personalities of small business owners, and strategic planning activities. The model is then applied to two actual small businesses in order to illustrate its potential usefulness. Implications for small business managers, consultants, and business researchers are discussed.
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