The Effects of Entrepreneurial Proclivity and Market Orientation on Business Performance

By Ken Matsuno, J. Mentzer, Ayşegül Özsomer. 2002

1,123 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4d8aa3df4af1dc96177924c0f8d6538e6ccaed77

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives (2016, background): “…incidence of studies not confirming a significant positive association between EO and firm performance (Anderson, 2010) or revealing a negative one (Matsuno et al., 2002) has led to a quest to better understand whether and the extent to which decision-makers benefit (or not) from pursuing…”
A Study of the Relationships Between Generation, Market Orientation, and Innovation in Family Firms (2011, background): “The more departments in a firm, the more difficult it is for organizations to communicate information and respond quickly (Matsuno et al., 2002).”
Entrepreneurial marketing in small businesses: A conceptual exploration (2011, methodology): “More recently Knight (1997) adapted the ‘ENTRESCALE’ scale while Matsuno et al. (2002) also developed an EO scale adapted from earlier EO research studies (Covin and Slevin, 1989; Miller, 1983; Morris and Paul, 1987).”
Exploring entrepreneurial marketing (2015, background): “They argue that being too preoccupied on understanding and serving a known market, managers may resist being innovative, proactive, and risk-taking (Matsuno et al., 2002).”
Business orientations and innovation in small and medium sized enterprises (2012, background): “... a MO is regarded as beneficial to organizations, enabling them to outperform their competitors (Slater and Narver 1995; Atuahene-Gima and Ko 2001) however, overall theoretical and empirical support for the relationship between both approaches is scarce (for example, Murray 1981; Morris and Paul ”
Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms (2008, methodology): “Furthermore, because of the fast-changing nature of the Chinese environment, entrepreneurial outlook represents an important characteristic of firms in China, so we control for entrepreneurial orientation and measure it with four items adapted from Matsuno, Mentzer, and Ozsomer (2002) that reflect”
Why competitors matter for market orientation (2009, background): “For example, market share is deemed to be a performance variable (e.g., Jaworski and Kohli, 1993; Matsuno et al., 2002; Baker and Sinkula, 1999, 2005), a proxy for a firm’s relative size (Narver and Slater, 1990; Slater and Narver, 1994), and a proxy for incumbency (Zhou et al.”