Strategic Orientation of Business Enterprises: The Construct, Dimensionality and Measurement

By N. Venkatraman. 2015

1,149 citations recorded by the source corpus.

This paper reports the results of a research study aimed at conceptualizing and developing valid measurements of key dimensions of a strategy construct-termed Strategic Orientation of Business Enterprises. This construct is first defined by addressing four theoretical questions of scope; hierarchical level; domain; and intentions versus realizations, and then conceptualized in terms of six dimensions. Subsequently, operational indicators are developed for the six dimensions in terms of managerial perceptions across 200 business units in a field study. An evaluation of the measurement properties within an analysis of covariance structures framework indicated that the operational measures developed here largely satisfy the criteria for unidimensionality, convergent, discriminant, and predictive validity. Implications and lines of extensions are outlined.

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/88526607f05ffd9ccbf060bd6801db9d2cd6c1ee

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Citations in the corpus

Benefiting from economic crisis? Strategic orientation effects, trade-offs, and configurations with resource availability on SME performance (2020, background): “These approaches are captured through firms’ strategic orientations (Gatignon and Xuereb 1997; Venkatraman 1989).”
Filling the Entrepreneurial Orientation–Performance Gap: The Mediating Effects of Exploratory and Exploitative Innovations (2014, background): “Taking into account that risk taking essentially refers to various resource allocation decisions (Venkatraman, 1989) and that exploratory and exploitative innovations have to compete for the resources in organizations (Raisch & Birkinshaw, 2008), the abovementioned normative bias on exploration may…”
Researching Long-Term Orientation (2014, background): “Such firms have a desired future in mind and work to achieve such a state (Venkatraman, 1989).”
Effects of innovation strategies on export performance: New empirical evidence from developing market firms (2020, background): “However, success in the export market can be very challenging as it is determined by a variety of factors (Venkatraman, 1989).”
Measuring Tourists’ Emotional Experiences (2015, result): “Nomological Validity Nomological validity refers to the degree a scale is related to other constructs consistent with underlying theories or prior research (Bagozzi 1980; Hair et al. 2010; Peter 1981; Steenkamp and Van Trijp 1991; Venkatraman 1989).”
The role of entrepreneurial orientation in service firms: empirical evidence from Austria (2013, background): “In this sense, it stresses the importance of being knowledgeable about current and future customer preferences and subsequently acting upon them (Venkatraman, 1989a , 1989b).”
Unraveling the link between managerial risk-taking and innovation: The mediating role of a risk-taking climate (2015, background): “The use of self-reported innovation performance canalso be considered a limitation (Venkatraman, 1989).”
Servant Leadership: A systematic review and call for future research (2019, methodology): “Those who did rely either on the deductive approach to item generation on the basis of review of extant literature (e.g. MacKenzie, Podsakoff, & Fetter, 1991; Venkatraman, 1989) and/ or the inductive approach on the basis of analyses of interview data (Alimo-Metcalfe & Alban-Metcalfe, 2001; Butler, ”
Entrepreneurial orientation and firm performance: the mediating role of functional performances (2018, background): “Seeking new opportunities which may or may not be related to the present line of operations, introduction of new products and brands ahead of competition, strategically eliminating operations which are in the mature or declining stages of the life cycle (Venkatraman 1989).”
The Long‐Term Impact of Entrepreneurial Self‐Efficacy and Entrepreneurial Orientation on Venture Performance (2019, methodology): “Each was measured using a generally accepted five-point scale (ranging from “much worse” to “much better”) (Alegre and Chiva 2013; Venkatraman 1989; Wiklund and Shepherd 2005).”