The Effects of Strategic Orientations on Technology- and Market-Based Breakthrough Innovations

By Kevin Zheng Zhou, C. K. Yim, D. Tse. 2005

1,882 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/053b44aa7b0dc8dff94c5284f9be2a00731cd750

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Why competitors matter for market orientation (2009, background): “Customer orientation and competitor orientation are frequently referred to as being part of a firm’s strategic orientation (Gatignon and Xuereb, 1997; Zhou et al., 2005; see also Day and Wensley, 1983).”
Innovation, imitation, and new product performance: The case of China (2006, methodology): “First, we ran exploratory factor analyses for each set of focal constructs (i.e., competitive environment, product strategy, and performance) and attained the theoretically expected factor solutions.”
Filling the Entrepreneurial Orientation–Performance Gap: The Mediating Effects of Exploratory and Exploitative Innovations (2014, background): “In line with that, several contingency models integrate varieties of innovation as interceding variables in the EO–performance relationship (e.g., Moreno & Casillas, 2008; Zhou et al., 2005).”
Market-based capabilities and financial performance of firms: insights into marketing’s contribution to firm value (2009, background): “Based on past research, we propose that a high quality CM solution depends on organizational ability to (a) select high-value customers (Zhou et al. 2005), (b) capture and use knowledge about such customers to develop customized offerings and personalized communication (Day 1994, 1999), and (c)…”
External knowledge search, absorptive capacity and radical innovation in high-technology firms (2017, background): “Radical innovations incorporate a large amount of new knowledge since they encompass revolutionary changes in technology and clear departures from existing practice (Dewar & Dutton, 1986) and also may involve new knowledge about existing or emerging markets (Zhou et al., 2005).”
How does strategic orientation matter in Chinese firms? (2007, background): “Because most studies examine the direct effects of SO on performance, more effort should be expended to uncover the process by which SO influences organizational outcomes( Zhou et al.,2005b ).”
Market orientation, competitive advantage, and performance: A demand-based perspective (2009, background): “Third, extant market orientation and competitive advantage literatures have mainly focused on the financial aspects of firm performance (e.g., Hult et al., 2005; Zhou et al., 2005b).”
Corporate social responsibility and firm performance: The mediating role of marketing competence and the moderating role of market environment (2015, methodology): “In a highly competitive market, the effective ways to enhance marketing competence are to provide high quality products at the lowest cost and differentiate the brand from those of competitors (Lai et al., 2011; Zhou et al., 2005).”