Integrating customer orientation, corporate entrepreneurship, and learning orientation in organizations-in-transition: an empirical study

By Sandra S. Liu, Xueming Luo, Yi-Zheng Shi. 2002

310 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3269af2901e3178624a5086771061c625705c865

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Citations in the corpus

Entrepreneurship in China (2018, unknown): “…et al. 2006; Su et al. 2015) as well as other factors such as market orientation and inter-firm learning (An et al. 2017; Deshpandé and Farley 2000; Liu et al. 2002, 2003; Sin et al. 2000), organizational learning, innovation, and capability (Jiang and Zhao 2006; Yang et al. 2017; Yu et al. 2013).”
Market Orientation, Learning Orientation and Innovation Capabilities in SMEs: An extended Model (2006, background): “Also, by investigating 304 state-owned enterprises in China, Liu et al. (2002)”
Effect of customer orientation and entrepreneurial orientation on innovativeness: Evidence from the hotel industry in Switzerland (2010, methodology): “particularly if they perceive innovativeness in terms of openness to new ideas as an integral part of corporate strategy (Liu et al., 2002).”
The role of entrepreneurial orientation in service firms: empirical evidence from Austria (2013, result): “As an exception, the studies by Zahra and Garvis ( 2000 ), Liu, Luo, and Shi ( 2002 ), and Antoncic and Hisrich ( 2004 ) did in fact compare means and other structural coefficients between service and manufacturing firms.”
Implications of customer and entrepreneurial orientations for SME growth (2013, background): “Although there is a general understanding that these constructs are somehow related to increasing firm success, empirical studies have assumed different relationships among them, have measured them differently, and thus have obtained a battery of different results (Atuahene-Gima and Ko, 2001; Baker ”
Market Orientation and Internationalization in Small and Medium‐Sized Enterprises (2008, unknown): “This complex relationship has received considerable attention from scholars (Bhuian, Menguc, and Bell 2005; Blesa and Ripollés 2005; Weerawardena and O’Cass 2004; Dimitratos and Plakoyiannaki 2003; Liu, Luo, and Shi 2003, 2002; Atuahene-Gima and Ko 2001; Knight 2000; Miles and Arnold 1991).”
The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms (2006, background): “, 2002 ) and naturally with the strong belief that the decision of taking this risk is reasonable – not a gamble – (Bhuian et al.”
Entrepreneurship: Its relationship with market orientation and learning orientation and as antecedents to innovation and customer value (2011, background): “Baker and Sinkula (1999) and Liu, Luo, and Shi (2002) suggest that strong learning orientation should practice a strong market orientation.”
How does strategic orientation matter in Chinese firms? (2007, background): “ Liu et al. (2002) show the significant mediating effect of organizational learning for customer- or entrepreneurship-oriented firms hoping to achieve better organizational outcomes.”
Cultural determinants of customer- and learning-oriented value systems and their joint effects on firm performance (2005, background): “Given the widespread of firms included in the sample, controlling for the effects of these factors enables to us separate out the impacts of culture on firm performances (cf. Slater and Narver, 1995; Liu et al., 2002).”