Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations

William Wales, Tatiana Beliaeva, Galina Shirokova, Tatiana Stettler, Vishal Gupta

Research output

3 Citations (Scopus)

Abstract

While firm strategic orientations have received considerable attention, most research has focused on singular orientations without considering their complementarity for firm's outcomes. In this study, we decompose the unique and complementary variance of several strategic orientations – market (MO), entrepreneurial (EO), and learning orientation (LO) – on firm sales growth. Our investigation of the individual unique effects of these orientations reveals that, within our cross-national random sample of 221 firms from Finland and Russia, sales growth is principally driven by EO. Second, our results show, that the complementary or shared effects of EO, MO, and LO explain a significant portion of the variance in sales growth. Building upon past research, we offer evidence that a higher-order construct- proactive learning culture- is supported at the intersection of these fundamental strategic orientations with important implications for future scholarship examining multiple strategic orientations.
Original languageEnglish
JournalJournal of Business Research
DOIs
Publication statusE-pub ahead of print - 2018

Fingerprint

Strategic orientation
Sales growth
Learning orientation
Individual effects
Cross-national
Russia
Entrepreneurial orientation
Complementarity
Learning culture
Finland

Scopus subject areas

  • Business, Management and Accounting(all)

Cite this

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title = "Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations",
abstract = "While firm strategic orientations have received considerable attention, most research has focused on singular orientations without considering their complementarity for firm's outcomes. In this study, we decompose the unique and complementary variance of several strategic orientations – market (MO), entrepreneurial (EO), and learning orientation (LO) – on firm sales growth. Our investigation of the individual unique effects of these orientations reveals that, within our cross-national random sample of 221 firms from Finland and Russia, sales growth is principally driven by EO. Second, our results show, that the complementary or shared effects of EO, MO, and LO explain a significant portion of the variance in sales growth. Building upon past research, we offer evidence that a higher-order construct- proactive learning culture- is supported at the intersection of these fundamental strategic orientations with important implications for future scholarship examining multiple strategic orientations.",
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author = "William Wales and Tatiana Beliaeva and Galina Shirokova and Tatiana Stettler and Vishal Gupta",
note = "Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations / W. Wales, T. Beliaeva, T. R. Stettler, V. K. Gupta // Journal of Business Research. – 2018. – Volume N/A. – P. N/A.",
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AU - Beliaeva, Tatiana

AU - Shirokova, Galina

AU - Stettler, Tatiana

AU - Gupta, Vishal

N1 - Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations / W. Wales, T. Beliaeva, T. R. Stettler, V. K. Gupta // Journal of Business Research. – 2018. – Volume N/A. – P. N/A.

PY - 2018

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AB - While firm strategic orientations have received considerable attention, most research has focused on singular orientations without considering their complementarity for firm's outcomes. In this study, we decompose the unique and complementary variance of several strategic orientations – market (MO), entrepreneurial (EO), and learning orientation (LO) – on firm sales growth. Our investigation of the individual unique effects of these orientations reveals that, within our cross-national random sample of 221 firms from Finland and Russia, sales growth is principally driven by EO. Second, our results show, that the complementary or shared effects of EO, MO, and LO explain a significant portion of the variance in sales growth. Building upon past research, we offer evidence that a higher-order construct- proactive learning culture- is supported at the intersection of these fundamental strategic orientations with important implications for future scholarship examining multiple strategic orientations.

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KW - Entrepreneurial orientation

KW - Learning orientation

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KW - Firm growth

KW - Commonality analysis

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KW - strategic orientation

KW - SCOPUS

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