{"title":"战略导向与企业绩效之间的关系以及创新的作用:对理论模型的元分析评估","authors":"Juan David Reyes-Gómez, Pilar López, Josep Rialp","doi":"10.1108/ijebr-02-2022-0200","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>The purpose of this paper is to assess the validity and utility of two theoretical approaches to understanding the relationship between strategic orientations, innovation and firm performance and to examine the role of innovation in the relationship while avoiding circular arguments. The universalistic approach suggests that strategic orientations have independent and parallel effects on firms’ performance, and that innovation does not influence this relationship. The holistic approach proposes that strategic orientations in a complementary and interrelated view have both direct and indirect effects on firms’ performance through innovation.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>A meta-analytic path analysis applying two-stage structural equation modeling (TSSEM) was conducted on data from 132 primary studies and 33,063 observations.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The holistic approach was demonstrated to be superior due to its more explanatory power in linking more complex relationships through simultaneous direct and indirect effects and its capacity for including the interrelatedness and complementarity of strategic orientations. It was found that innovation has a full mediating role in the relationship between entrepreneurial orientation (EO) and firm performance, and a partial mediating role in the relationship between market orientation (MO) and learning orientation (LO) and firm performance.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>The study used observed variables instead of latent variables for meta-analytic path analysis, which may reduce some sources of endogeneity. However, causal inference is not possible due to the nature of meta-analysis. The scope of the final sample was limited by some studies not reporting the estimates of correlations between constructs.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Managers can improve an organization's chances of success in the marketplace by adopting a holistic view of strategic orientations focusing on customer satisfaction, learning from the external environment and pursuing new market opportunities. Furthermore, an organization can gain a competitive advantage through innovation by creating products and services that are different from what is currently available in the market. To be successful, an organization must not only create innovative products and services but also market them effectively to consumers.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This study is the first to meta-analytically assess the explanatory value of two theorized models linking strategic orientations, innovation and firm performance. It also clarifies the role of innovation in the relationship between strategic orientations and firm performance.</p><!--/ Abstract__block -->","PeriodicalId":51425,"journal":{"name":"International Journal of Entrepreneurial Behavior & Research","volume":null,"pages":null},"PeriodicalIF":4.5000,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"The relationship between strategic orientations and firm performance and the role of innovation: a meta-analytic assessment of theoretical models\",\"authors\":\"Juan David Reyes-Gómez, Pilar López, Josep Rialp\",\"doi\":\"10.1108/ijebr-02-2022-0200\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>The purpose of this paper is to assess the validity and utility of two theoretical approaches to understanding the relationship between strategic orientations, innovation and firm performance and to examine the role of innovation in the relationship while avoiding circular arguments. The universalistic approach suggests that strategic orientations have independent and parallel effects on firms’ performance, and that innovation does not influence this relationship. The holistic approach proposes that strategic orientations in a complementary and interrelated view have both direct and indirect effects on firms’ performance through innovation.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>A meta-analytic path analysis applying two-stage structural equation modeling (TSSEM) was conducted on data from 132 primary studies and 33,063 observations.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The holistic approach was demonstrated to be superior due to its more explanatory power in linking more complex relationships through simultaneous direct and indirect effects and its capacity for including the interrelatedness and complementarity of strategic orientations. It was found that innovation has a full mediating role in the relationship between entrepreneurial orientation (EO) and firm performance, and a partial mediating role in the relationship between market orientation (MO) and learning orientation (LO) and firm performance.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p>The study used observed variables instead of latent variables for meta-analytic path analysis, which may reduce some sources of endogeneity. However, causal inference is not possible due to the nature of meta-analysis. The scope of the final sample was limited by some studies not reporting the estimates of correlations between constructs.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>Managers can improve an organization's chances of success in the marketplace by adopting a holistic view of strategic orientations focusing on customer satisfaction, learning from the external environment and pursuing new market opportunities. Furthermore, an organization can gain a competitive advantage through innovation by creating products and services that are different from what is currently available in the market. To be successful, an organization must not only create innovative products and services but also market them effectively to consumers.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>This study is the first to meta-analytically assess the explanatory value of two theorized models linking strategic orientations, innovation and firm performance. 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The relationship between strategic orientations and firm performance and the role of innovation: a meta-analytic assessment of theoretical models
Purpose
The purpose of this paper is to assess the validity and utility of two theoretical approaches to understanding the relationship between strategic orientations, innovation and firm performance and to examine the role of innovation in the relationship while avoiding circular arguments. The universalistic approach suggests that strategic orientations have independent and parallel effects on firms’ performance, and that innovation does not influence this relationship. The holistic approach proposes that strategic orientations in a complementary and interrelated view have both direct and indirect effects on firms’ performance through innovation.
Design/methodology/approach
A meta-analytic path analysis applying two-stage structural equation modeling (TSSEM) was conducted on data from 132 primary studies and 33,063 observations.
Findings
The holistic approach was demonstrated to be superior due to its more explanatory power in linking more complex relationships through simultaneous direct and indirect effects and its capacity for including the interrelatedness and complementarity of strategic orientations. It was found that innovation has a full mediating role in the relationship between entrepreneurial orientation (EO) and firm performance, and a partial mediating role in the relationship between market orientation (MO) and learning orientation (LO) and firm performance.
Research limitations/implications
The study used observed variables instead of latent variables for meta-analytic path analysis, which may reduce some sources of endogeneity. However, causal inference is not possible due to the nature of meta-analysis. The scope of the final sample was limited by some studies not reporting the estimates of correlations between constructs.
Practical implications
Managers can improve an organization's chances of success in the marketplace by adopting a holistic view of strategic orientations focusing on customer satisfaction, learning from the external environment and pursuing new market opportunities. Furthermore, an organization can gain a competitive advantage through innovation by creating products and services that are different from what is currently available in the market. To be successful, an organization must not only create innovative products and services but also market them effectively to consumers.
Originality/value
This study is the first to meta-analytically assess the explanatory value of two theorized models linking strategic orientations, innovation and firm performance. It also clarifies the role of innovation in the relationship between strategic orientations and firm performance.
期刊介绍:
The International Journal of Entrepreneurial Behavior & Research (IJEBR) has a unique focus on publishing original research related to the human and social dynamics of entrepreneurship, and entrepreneurial management in small and growing organizations. The journal has an international perspective on entrepreneurship and publishes conceptual papers and empirical studies which bring together issues of interest to academic researchers and educators, policy-makers and practitioners worldwide.The editorial team encourages high-quality submissions which advance the study of human and behavioural dimensions of entrepreneurship and smaller organizations. Examples of topics which illustrate the scope of the journal are provided below. Topicality Nascent entrepreneurship and new venture creation Management development and learning in smaller businesses Enterprise and entrepreneurship education, learning and careers Entrepreneurial psychology and cognition Management and transition in smaller, growing and family-owned enterprises Corporate entrepreneurship and venturing Entrepreneurial teams, management and organizations Social, sustainable and informal entrepreneurship National and international policy, historical and cultural studies in entrepreneurship Gender, minority and ethnic entrepreneurship Innovative research methods and theoretical development in entrepreneurship Resourcing and managing innovation in entrepreneurial ventures.