Moderating Effects of Entrepreneurial Orientation on Market Orientation‐Performance Linkage: Evidence from Chinese Small Firms*

By Yuan Li, Yongbin Zhao, Justin Tan, Yi Liu. 2008

444 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/58b10ff620388bdf8e0066fabde9072781abd571

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Entrepreneurial Orientation and Firm Performance: The Unique Impact of Innovativeness, Proactiveness, and Risk-taking (2010, background): “Previous studies suggest that, in certain situations, firms exhibiting high levels of an entrepreneurial orientation (EO) will achieve superior performance to those possessing low levels of EO (Keh, Nguyen, and Ng, 2007; Li et al., 2008; Zahra, 1991).”
Are Growing SMEs More Market‐Oriented and Brand‐Oriented? (2012, background): “Those few studies that examine the impact of market orientation on SME performance (e.g., Kara, Spillan, and DeShields 2005; Li et al. 2008; Megicks and Warnaby 2008; Pelham 2000) generally prove this to be positive.”
Organizational and competitive influences of exploration and exploitation activities in small firms (2014, background): “, 2006) and the positive impacts of MO and entrepreneurial orientation on firm performance (Li et al., 2008).”
The dark side of the entrepreneurial orientation and market orientation interplay: A new product development perspective (2015, background): “…orientation (EO) and market orientation (MO) has received substantial attention across the fields of entrepreneurship (e.g. Boso et al., 2013; Miles and Arnold, 1991), management (e.g. Atuahene-Gima and Ko, 2001; Li et al., 2008a), and marketing (e.g. Cadogan, 2012; Matsuno et al., 2002).”
Organizational learning, entrepreneurial orientation, and the role of university engagement in SMEs (2016, background): “To account for the heterogeneity of small firms and their operating environment (Lepoutre and Heene, 2006; Ruzzier et al., 2006), we controlled for various factors that are likely to influence the level of OL in SMEs, which can lead to alternative explanations (Li et al., 2008b).”
The Impact of Organizational Orientations on Medium and Small Firm Performance: A Resource‐Based Perspective (2015, background): “Scholars have noted, however, that a univariate analysis provides a curtailed understanding of an orientation’s effect on firm performance (Kropp, Lindsay, and Shoham 2006; Li et al. 2008).”
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 ”