An Empirical Investigation of the Effect of Market Orientation and Entrepreneurship Orientation Alignment on Product Innovation

By Kwaku Atuahene-Gima, Anthony Ko. 2001

1,086 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/51111db4d30e8b2e8b9212ddf66f04211e26d029

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In Management of Technology and Innovation

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

How failure to align organizational climate and leadership style affects performance (2008, background): “Studies have also shown that CEOs rating high on entrepreneurship, as rated by their degree of risk taking and proactiveness, take on more proposals (Covin and Slevin, 1989) and more product innovation (Atuahene-Gima and Ko, 2001) than others.”
What Makes an Entrepreneurship Study Entrepreneurial? Toward A Unified Theory of Entrepreneurial Agency (2020, background): “By influencing strategic decision making, EO plays a critical role in resource acquisition and opportunity exploitation (Atuahene- Gima & Ko, 2001), although both Covin and Slevin (1991) and Miller (1983) imply that it is possible for firms to be too entrepreneurial, encouraging them to take risks…”
The role of market and entrepreneurship orientation and internal control in the new product development activities of Chinese firms (2006, background): “Comparing the literature on both marketing and entrepreneurship orientations, Atuahene-Gima and Ko (2001) studied whether firms which are most market-oriented tend to develop products with a high degree of incorporated novelty, or whether they mainly focus on applying slight modifications to their…”
Entry Timing (2015, background): “Furthermore, with a few exceptions (e.g., Atuahene-Gima & Ko, 2001; Lilien & Yoon, 1990), productlevel entry-timing research largely ignores geographical regions beyond North America, despite the strong likelihood of country and/or cultural effects.”
Success Factors for Service Innovation: A Meta‐Analysis (2016, background): “rather than the development of new products targeted at emerging new needs (Atuahene-Gima and Ko, 2001; Bennett and Cooper, 1981).”
Entrepreneurial Orientation and Business Performance: An Assessment of past Research and Suggestions for the Future (2009, neutral): “*Atuahene-Gima, K. (2001). An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation.”
Incentive Mechanisms, Entrepreneurial Orientation, and Technology Commercialization: Evidence from China's Transitional Economy* (2007, positive): “The measure of EO was composed of six items mainly based on an existing scale reported in the literature (Atuahene-Gima and Ko, 2001; Li, Liu, and Zhao, 2006; Wiklund and Shepherd, 2003): (1) a strong emphasis on R&D, technological leadership, and innovation; (2) a strong tendency to seek high-risk,”
Entrepreneurial Orientation and Firm Performance in New Ventures and Established Firms (2011, background): “Such a belief makes the new ventures pay their attention to developing the products and/or services with superior technology but ignoring the market demand (Atuahene-Gima and Ko 2001).”
Effective strategies for internal outsourcing and offshoring of business services: An empirical investigation (2008, background): “…revisited the relationships between strategy, organizational structure and management processes have challenged the notion of ‘‘single best practice’’ (Atuahene-Gima and Ko, 2001) and suggested that similar strategies, organizational forms and—by analogy, similar SS models, may produce different…”
Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects (2009, methodology): “Like others employing cross-sectional data to study orientation constructs (e.g. Atuahene-Gima & Ko, 2001; Wiklund & Shepherd, 2003), we have relied on the assumption that a firm's orientation with respect to exploration and exploitation is quite stable over time.”
Moderating Effects of Entrepreneurial Orientation on Market Orientation‐Performance Linkage: Evidence from Chinese Small Firms* (2008, methodology): “When the innovativeness is built into a strategic configuration in conjunction with MO, the firm is more likely to gain improved performance (Atuahene-Gima and Ko 2001).”