Sohyoun Synthia Shin and Sungho Lee
This paper aims to provide an examination of firms’ strategic orientations, innovativeness and performance with large Korean companies.
Abstract
Purpose
This paper aims to provide an examination of firms’ strategic orientations, innovativeness and performance with large Korean companies.
Design/methodology/approach
The authors investigated the impacts of firms’ major key strategic orientations (customer orientation [CO], competitor orientation [PO], technology orientation [TO] and internal/cost orientation [IO]) on firm innovativeness (INNO) and performance outcomes with large Korean companies.
Findings
The results of the analysis showed that CO, PO and TO positively influence the innovativeness, which contributes to firm performance.
Originality/value
The authors provide some managerial implications on the multiple roles of strategic orientations on firm INNO and performances, along with limitations of this study and future research directions.
Details
Keywords
Sohyoun Shin and Kirk Damon Aiken
The purpose of this paper is to shift the research focus from singular investigations of strategic orientations (i.e. learning, technology, market, customer, and competitor) to a…
Abstract
Purpose
The purpose of this paper is to shift the research focus from singular investigations of strategic orientations (i.e. learning, technology, market, customer, and competitor) to a broadened exploration of how various combinations of orientations link to firm performance. Further, the paper reveals the mediating role of marketing capability between strategic orientations and firm performance.
Design/methodology/approach
Mail and e‐mail surveys were received from 198 Korean executives among the nation's Top 500 firms (across various industries). Generally, multiple regression analyses were conducted to test the various hypotheses.
Findings
Data confirm that each strategic orientation has distinct paths through marketing capability (single or multiple, and mediating) that significantly impact firm performance.
Practical implications
Fostering marketing capability, including marketing planning and implementation ability, will have a direct positive impact on firm performance. In addition, companies should understand how differently their cultural resources and orientations affect firm performance.
Originality/value
This paper is the first to argue that a deployment mechanism, marketing capability, is needed between strategic orientations and business performance. The paper further contributes by extending geographic generalizability to Asian countries (since the majority of extant research on organizational orientations and capabilities comes from western countries).