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An organization’s entrepreneurial orientation will relate directly to its efficiency strategies, market development strategies (growth), and its product development strategies (innovation). A firm will develop appropriate strategic control systems according to these chosen strategies. In order to be competitive and balance efficiency, growth and innovation strategies, the purpose of this paper is to discuss the most appropriate strategic controls to implement these strategies.

The eight variables under study were measured using 22 psychometric survey items obtained from responses of 101 FDIC-registered banks.

The results show a more entrepreneurial orientation is associated with an efficiency strategy, a market development strategy, and a product development strategy. The efficiency strategy was not associated with formal controls, contrary to expectations. A market development strategy was associated with formal rules, but was not found to be associated with formal targets. Finally, product development strategies was associated with all four strategic control archetypes.

The limitation of this study is that, it only examined banking institutions, and did not consider long-term financial performance implications. This paper supports and extends current research pertaining to company key success factors. Success requires effectively balancing cost reduction objectives, growth objectives, and innovation objectives, in order to achieve sustainable competitive advantage. A more entrepreneurial orientation necessitates a focus on innovation, traditional growth patterns, as well as cost cutting.

This paper demonstrates that an organization’s entrepreneurial orientation will relate directly to its efficiency, growth, and innovation strategies. Also, it finds the most effective strategic controls to implement these strategies.

This paper examines the role of a sustainability business model in clarifying a firm's sustainability value articulation (SVA) to achieve sustainability outcomes and examining the moderating role of supplier involvement practices SIP and technology systems integration (TSI) in attaining sustainability outcomes.

Drawing upon the foundational principles of business model innovation, specifically articulation and implementation, the authors formulated a theoretical construct and empirically validate it through analysis of data collected from 692 manufacturing firms dispersed across 23 countries.

The research shows that focusing on SVA significantly improves how a company implements sustainability efforts internally (ISI) and externally (ESI), leading to better social and environmental outcomes. It also highlights that SIP improve the relationship between SVA, ESI and ISI. Similarly, TSI boosts the effect of internal and external sustainability efforts on both social (SOP) and environmental performance (EnP).

While acknowledging the inherent constraints of survey-based research methodologies, this study offers a theoretical and verified approach for manufacturers to achieve comprehensive sustainability. It emphasizes the need for clear, actionable sustainability goals that can be met through both internal operations and external partnerships.

This study clarifies how manufacturers can implement sustainable business models, emphasizing the importance of clear sustainability goals and initiatives both within and outside the company. It highlights the dual aspects of supplier engagement through operational tactics (ESI) and strategic collaborations (SIP).

This study reveals a thrilling truth: when companies champion clear sustainability goals, they unlock powerful strategies that revolutionize practices within their walls and in their external dealings. It is not just about going green; it is about weaving financial prosperity, social responsibility and environmental stewardship into the very fabric of their business models. But there is more – by cleverly engaging suppliers and harnessing cutting-edge technology, companies are not just participants in the green revolution; they are leading it, crafting a world where business thrives alongside the planet and its people.

This research stands out for its empirical analysis of how manufacturing firms implement sustainability innovations at the plant level, an area previously underexplored despite extensive theoretical work on sustainability-centric business models.

This study aims to investigate the conditional relationships among sustainability implementation, brand awareness, brand attitude and brand loyalty through the lens of transformative service research (TSR). The research also aims to explain how brand loyalty moderates the mediated effect of brand awareness and attitude in the context of social and environmental sustainability initiatives.

Using both primary and secondary data sources from 31 prominent service companies and their 6,891 customers, this paper investigates the impact of sustainability practices and brand awareness on customer attitude. The paper also examines the moderated mediation effect of brand loyalty, explaining how it alters brand attitudes in the context of sustainability implementation. Finally, the study conducts a comparative analysis of how environmental and social shape brand attitudes in loyal customers.

Sustainability implementation has a negative impact on both brand awareness and customer attitude. However, this negative influence is mitigated for highly brand-loyal customers, resulting in a positive brand attitude. Further, the comparative analysis reveals that social implementation positively influences brand attitude in high-loyalty contexts.

This research uses subjective judgments of researchers regarding companies’ sustainability practices, combining them with customer attitudes gathered through survey questionnaires. Additionally, the data set comprises data from 31 large service companies, potentially limiting the generalizability of findings to large service companies. Nevertheless, this paper extends TSR into the realm of sustainability and branding.

The positive outcomes of sustainability implementation practices are most pronounced when customer loyalty toward a brand is strong. Social implementation has a more potent effect on brand attitude, particularly among loyal customers. Companies can tailor their sustainability efforts more effectively.

With the lens of TSR, this research deepens our understanding of how sustainability affects consumer psychology but also offers a methodological advancement by using advanced statistical models and a variety of data sources. The distinctiveness of this research is also highlighted in the examination of how environmental and social sustainability initiatives influence brand attitude, especially among customers who exhibit strong brand loyalty.

This paper aims to examine how market globalization orientation (i.e. a firm’s strategic commitment to developing the target markets beyond national borders) influences business-to-business (B2B) practices to achieve competitive performance outcomes.

A conceptual framework shows how to translate strategic orientation into integrated organizational practices for competitive outcomes. A research model defines key variables (drivers, B2B practices and performance outcomes). The research model is tested using an international survey of 439 firms from four continents. And the analysis results are reported.

The results suggest that market globalization orientation influences organizational practices and external B2B network processes to achieve desirable performance outcomes. Integrated product development is a crucial linkage mechanism that enables firms to translate strategic network coordination and product innovation goals into improved manufacturing and firm performance.

First, macro-level factors (e.g. the changing attitudes of domestic stakeholders toward globalization) do not necessarily dictate the critical aspects of the micro-level responses (e.g. firm-level practices). Despite negative narratives of globalization at the macro-level (e.g. economic inequality, unwanted immigration that spreads transmissible diseases, supply chain disruptions), firm-level responses toward global markets are determined by their missional direction and strategic priorities for achieving competitive advantage by expanding their B2B supply chains and market frontiers (Adams et al., 2019; Kobrin, 2020; Witt, 2019; Zinn and Goldsby, 2020). Second, the findings suggest that many firms take globalization orientation as an essential strategic driver that governs critical operational and network practices for achieving desirable performance outcomes. Market globalization orientation motivates B2B firms of all sizes –including small and medium-sized enterprises (SMEs) – to pursue globalization in their unique paths of differentiation. Globalization orientation expands their spheres of influence beyond their local, regional and domestic fronts. The globalization orientation of business leadership motivates firms to stretch their business frontiers without self-imposed geographical constraints.

Competitive firms choose market globalization orientation in their supply flow and implement strategic and operational practices to pursue global market opportunities. Globalization orientation is imperative to firms that seek new growth engines to achieve competitive performance that appeals to diverse market segments of the world.

Outstanding firms expand their value frontiers to secure a flexible supplier base and reach out to diverse B2B customers in their domestic and global market segments. This study also suggests that firms with a market globalization orientation aim to develop novelty products, offer essential services, support the livelihood goals of people and pursue a shared vision of a sustainable planet.

In the context of conflicting societal attitudes and political priorities toward globalization, this study examines the crucial role of market globalization orientation. Using an empirical study, this paper suggests that globalization efforts succeed as firms deploy their internal and network resources to address people’s essential and timeless needs beyond national boundaries.

Having complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.

Using an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.

In response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.

Generalizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.

In digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.

Building on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.

This paper aims to examine the role of technology-enabled leadership (TEL) in achieving performance-enhancement outcomes. This empirical investigation is from a dynamic capabilities perspective.

A conceptual framework presents a general model with an overarching dynamic capabilities theory. The research model defines key variables – macroeconomic turbulence (MET), TEL, analytics-based responsiveness (ABR), knowledge-driven innovation (KDI) and performance enhancement outcomes (PEOs). Empirical tests of eight hypotheses are conducted using an original survey instrument based on the respondents (n = 203).

In response to MET, TEL is crucial in implementing ABR in strategic planning aspects and KDI in operational dimensions. In turn, ABR and KDI are key mediating variables that achieve a desirable level of PEOs.

Despite the limitations associated with survey-based research, the findings suggest robust analytical results. For example, the alternative model suggests that MET negatively moderates the positive impact of TEL on ABR, while KDI positively moderates the positive impact of ABR on PEOs.

Outstanding firms demonstrate both TEL and data-savvy decision-making processes. Knowledge-intensive innovation allows firms to achieve multiple performance outcomes that help firms survive and thrive in challenging market environments.

There has been a growing concern about how firms use customers’ data in choosing their business practices. Customers are concerned about privacy and data security issues if firms misuse the data while pursuing profit-based goals. However, this empirical investigation confirms that business analytics improve firm performance (e.g. firm productivity enhancements), ultimately benefiting the customers. Providing relevant data to firms has potentially positively enhanced customer services and thus benefits societal well-being.

Using an original survey instrument, this research empirically tests a research model that defines the complex paths between TEL and competitive performance outcomes.