Yuli Budiati, W. Untoro, Lilik Wahyudi, Mugi Harsono
{"title":"The mediating effect of strategy on entrepreneurial orientation and performance","authors":"Yuli Budiati, W. Untoro, Lilik Wahyudi, Mugi Harsono","doi":"10.1108/jrme-05-2020-0048","DOIUrl":null,"url":null,"abstract":"\nPurpose\nThis study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and medium enterprises (SMEs).\n\n\nDesign/methodology/approach\nThis research was conducted using a survey method with a population of furniture SMEs in Jepara, Central Java, Indonesia using a sample area by collecting 158 questionnaires. The data analysis method used the partial least square.\n\n\nFindings\nThe result shows that EO has an impact on differentiation, market development and performance. Differentiation strategies and market development mediate the influence of EO and performance. The differentiation strategy further mediates the influence of EO on market development and market development mediates the effect of differentiation on performance.\n\n\nPractical implications\nManagers instill entrepreneurial practice in the organization by proactively creating the market and taking high-risk jobs to provide quality products and services. SMEs require capabilities that are difficult to imitate in creating designs and product quality that are different, providing pre and post-sales services and maintaining good relationships with customers and partners. SMEs emphasize flexibility and speed of operation by adjusting the production process to short waiting times and reliable delivery. The government must support general training and market information, network development, access to capital and knowledge transfer.\n\n\nOriginality/value\nThis paper explains the importance of differentiation and market development strategies in determining the relationship between EO and performance that has not been explored in the context of SMEs in developing countries.\n","PeriodicalId":45322,"journal":{"name":"Journal of Research in Marketing and Entrepreneurship","volume":"1 1","pages":""},"PeriodicalIF":2.0000,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"7","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Research in Marketing and Entrepreneurship","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/jrme-05-2020-0048","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 7
Abstract
Purpose
This study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and medium enterprises (SMEs).
Design/methodology/approach
This research was conducted using a survey method with a population of furniture SMEs in Jepara, Central Java, Indonesia using a sample area by collecting 158 questionnaires. The data analysis method used the partial least square.
Findings
The result shows that EO has an impact on differentiation, market development and performance. Differentiation strategies and market development mediate the influence of EO and performance. The differentiation strategy further mediates the influence of EO on market development and market development mediates the effect of differentiation on performance.
Practical implications
Managers instill entrepreneurial practice in the organization by proactively creating the market and taking high-risk jobs to provide quality products and services. SMEs require capabilities that are difficult to imitate in creating designs and product quality that are different, providing pre and post-sales services and maintaining good relationships with customers and partners. SMEs emphasize flexibility and speed of operation by adjusting the production process to short waiting times and reliable delivery. The government must support general training and market information, network development, access to capital and knowledge transfer.
Originality/value
This paper explains the importance of differentiation and market development strategies in determining the relationship between EO and performance that has not been explored in the context of SMEs in developing countries.
期刊介绍：
The Journal of Research in Marketing and Entrepreneurship (JRME) publishes research that contributes to our developing knowledge of entrepreneurial and small business marketing. Even though research into the relationship between marketing and entrepreneurship is still relatively young, the subject has thus far proved exciting and thought provoking, and critical thinking has progressed rapidly.The journal stands at the interface of research in marketing and entrepreneurship. Coverage may include, but is not limited to: -The size and structure of the entrepreneurial enterprise. -SMEs and micro businesses approach marketing -Intrapreneurship -The role of entrepreneurship in marketing -The role of marketing in entrepreneurship -How do successful entrepreneurs market their product and services? -Competencies necessary for the successful entrepreneur -The role of entrepreneurship (and, as appropriate, intrapreneurship) in the development of organizations -Life cycles of organizations: the stages in the growth of firms and the analysis of critical episodes -The influence of external help, support, and personal contact networks -Opportunity recognition -Relationships between SMEs and larger firms: how SMEs interact successfully with larger firms and how these larger firms in turn manage their relationships with SMEs -Strategic and management issues that pertain to marketing -Cultural and sociological perspectives of the entrepreneur -Cross-cultural studies and work on developing economies -Appropriate research methodologies
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