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This study aims to determine the factors that influence marketing strategy and marketing performance in SMEs of souvenir food. Entrepreneurial Orientation (EO), Marketing Orientation (MO), and Unique Resources (UR) are used as independent variables to drive Marketing Strategy (MS) and Marketing Performance (MP). Using a purposive technique, data was collected from 248 SMEs souvenir food, consisting of owners and managers. The research method employed is descriptive correlational, using Structural Equation Modeling (SEM) with the SmartPLS 4 program to analyze the data. The findings of the study reveal that EO, MO, and UR play a significant role in enhancing marketing strategies and improving the effectiveness and direction of marketing performance due to their interrelatedness. [ABSTRACT FROM AUTHOR]

PURPOSE: This study aimed to determine the relationship between entrepreneurial orientation (EO), innovative co-branding partnership, and business performance. EO was analyzed through five dimensions: innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy. METHODOLOGY: As part of the first phase of brand management research, the quantitative survey was conducted in June 2023 among managers of companies operating in Poland using an online questionnaire. 280 responses were obtained, of which 266 questionnaires were qualified for further calculations. Incomplete questionnaires were eliminated. Hypotheses were formulated regarding the positive impact of the five dimensions of EO (innovation, proactivity, risktaking, competitive aggressiveness, and autonomy) on business performance and innovative co-branding partnership, and the positive impact of innovative co-branding partnership on business performance. Structural equation modeling using partial least squares (PLS-SEM) was applied to support the conceptual framework and proposed hypotheses. The calculations were performed in Smart PLS version 4.0.9.5. FINDINGS: The results indicate that three EO dimensions (innovativeness, proactiveness, and competitive aggressiveness) influence business performance. There was no effect of risk-taking and autonomy on business performance. In addition, three EO dimensions (innovativeness, competitive aggressiveness, and autonomy) influence innovative co-branding partnership. No effect of risk-taking and proactivity was found on innovative co-branding partnership. This means that two EO dimensions (innovativeness and competitive aggressiveness) positively influence innovative co-branding partnership and business performance. Furthermore, innovative co-branding partnership was proven to influence business performance. IMPLICATIONS for theory and practice: The results of the study point to theoretical implications for further exploration of entrepreneurial orientation and its dimensions. The practical implications relate to recommendations for managers. Managers should make efforts to increase innovation, market activity, and competitiveness of the market offer. It is necessary to monitor the actions taken in the context of their impact on selected market, consumer, product, and brand performance. In addition, managers should analyze the possibilities of undertaking cooperation of this nature to increase business performance. ORIGINALITY AND VALUE: This study provides a better understanding of the impact of entrepreneurial orientation on business performance using innovative co-branding. Compared to previous studies, it has an advantage in research by introducing the issue of innovative co-branding, which can be used for the development of new business activities. In addition, this study focuses on several areas of business performance, including product, brand, consumer, and financial performance. [ABSTRACT FROM AUTHOR]

The current study aims to elucidate the critical importance of preemptive market exploitability as a bridging concept for solving the inconsistent findings on the role of entrepreneurial orientation in enhanced marketing performance. Rooted on the resource advantage theory of competition (RAToC), the preemptive move is postulated as a strategic orientation for reaching a competitive positional advantage in the market when supported by a strong entrepreneurial orientation complemented with a solid quality-based differentiation. A survey method was used to collect data after inviting four hundred owner-managers of small and medium enterprises (SMEs) to participate in this study. The structural equation modelling software AMOS tested our proposed hypotheses. The quantitative analysis resulted in accepting the proposed premises with several significant findings. The most important finding is that companies should invest in preemptive market exploitability as a strategic asset for high marketing performance. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Small Business & Entrepreneurship is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Pilang Village in Sragen Regency is renowned for its unique batik centers, known for their distinctive flora and fauna ornaments. The local government actively supports artisans by promoting innovation and providing assistance in design, production, and marketing. However, entrepreneurs in the creative industry face challenges related to fostering innovation, strategic planning, and embracing risk-taking to enhance marketing performance. This study investigates the influence of innovation, market orientation, and entrepreneurial orientation on marketing performance in the batik industry, focusing on batik craftsmen from Pilang Village. A sample of 53 respondents is selected using saturated or census sampling techniques, and data analysis is conducted through Structural Equation Modeling (SEM) using the SmartPLS 3.0 application. The findings demonstrate that innovation, market orientation, and entrepreneurial orientation significantly impact marketing performance. Consistent product innovation, addressing customer needs, and following trends are crucial. Furthermore, emphasizing product marketing variations and modernizing production processes play a vital role. An entrepreneurial mindset that embraces risk-taking and proactiveness effectively boosts sales and marketing success. This study offers valuable insights into the batik industry's marketing dynamics, emphasizing the importance of customer-centricity, innovation, and entrepreneurial mindset to thrive in a competitive market. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine the direct/indirect effects of sustainable competitive advantage (SCA) antecedents (entrepreneurial orientation, marketing capability, innovation capability and marketing innovation) on market performance (MP) in travel agencies. Design/methodology/approach: A survey was used for data collection randomly from 315 managers in travel agencies and structural equation modelling was used for testing research hypotheses. Findings: The findings of this study showed that SCA is a partial mediator between SCA antecedents and MP. SCA antecedents significantly improve the prediction of travel agencies' MP. Practical implications: This study offers useful insights to managers, services providers and marketers of travel services who seek to achieve competitive positions and strengthen their marketing and innovation capabilities to support their survival in the travel supply chain in an accelerated technological changeable travel and tourism market. Originality/value: The literature review lacks an integrated model that investigates the effect of SCA and its antecedents on MP. The introduced research model provides a deep insight into the mediating role of SCA in improving business performance. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração FACES Journal is the property of Revista de Administracao FACES Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and competitive advantages as mediator variables. Design/methodology/approach: The mediating role of dynamic capabilities and competitive advantages is tested using a sample of 1,190 Portuguese firms, and structural equation models. Findings: It is shown that dynamic capabilities mediate the relationship between the three orientations–learning, market and entrepreneurial–and competitive advantages of differentiation and cost leadership, and both competitive advantages lead to firm's performance. It is also shown that learning orientation is an antecedent of market orientation and entrepreneurial orientation. Practical implications: This research shows that firm's performance depends on the capacity of firms to learn, innovate, be proactive, take risks and collect the best market data. Indeed, by optimizing the internal management and knowledge dissemination, firms will develop a set of capabilities and competitive advantages that lead to an appropriate response to market challenges. Originality/value: This study tests the relationship between strategic orientations and firm's performance by taking the mediating effects of dynamic capabilities and competitive advantages into account. This research was conducted in Portugal. [ABSTRACT FROM AUTHOR]

Purpose: This study examines the relationship between strategic orientation and technology entrepreneurship and the success of small and medium-sized firms (SMEs) in the Indonesian Wetland Ecological Citizen sector. This study aimed to determine the relationship betweenstrategic orientations, pro-environmental behavior, intercultural communication, and SME performance. A sample of 570 respondents was selected by random sampling, and structural equation modeling with AMOS was utilized to test hypotheses. According to the study's findings, SMEs in the Indonesian Wetland Ecological Citizen sector benefit significantly from strategic orientations. Additionally, the role of pro-environmental behavior as a mediator between strategic orientations and SME performance was explored. The findings indicate that pro-environmental conduct plays a significant role in boosting the influence of strategic orientations on the success of small and medium-sized businesses (SMEs). This highlights the need for environmental stewardship in technology entrepreneurship and strategic decision-making. This research contributes to understanding the importance of environmental and cultural elements in technology entrepreneurship and strategic decision-making. This study's findings can assist small and medium-sized firms (SMEs) in Indonesia in adopting environmentally responsible practices and improving their performance through strategic orientations. This study's findings have implications for policymakers and stakeholders in the Indonesian Wetland Ecological Citizen sector, as they provide valuable insights into the role of strategic orientations, pro-environmental behavior, and intercultural communication in fostering the success of small and medium-sized enterprises (SMEs). [ABSTRACT FROM AUTHOR]

Strategic orientation and innovation are vital determinants for accelerating the performance of small-to-medium-sized enterprises (SMEs). However, there is a lack of empirical evidence confirming the innovation at the product and process levels that instigated the SMEs' performance. Moreover, the mediating effect of process and product innovation can play a significant role in strategic orientation and manufacturing SMEs' performance. In this respect, this study aims to examine the mediating effect of product and process innovation between strategic orientation (i.e., market, entrepreneurial, and customer orientation) and the performance of Malaysian manufacturing SMEs. The questionnaire survey gathered data from 360 manufacturing SMEs and was analyzed using partial least square structural equation modeling (PLS-SEM) to achieve these research objectives. The study analysis established that customer and entrepreneurial orientation significantly influence product and service innovation. However, the market orientation is significant for process innovation but insignificant for product-level innovation among SMEs. The study's consequences exposed that process innovation has significantly mediated between the strategic (market, customer, and entrepreneurial) orientation and SMEs performance. It implies that market, entrepreneurial, and customer-related strategies would substantially improve SMEs' performance by harnessing innovation at product and process levels. The core insights provided by the current work are to strengthen the strategic orientation that can promote product and process innovation, thereby harnessing the SMEs' performance. Additionally, the study's significance and limitations were reported at the end. [ABSTRACT FROM AUTHOR]

Goal: This study aims to examine the mediating role of strategic orientations in the relationship between entrepreneurial orientation and performance of small and medium enterprises (SMEs) in Saudi Arabia. Design / Methodology / Approach: Quantitative analysis techniques is used in this study. Data from 206 KSA owners / managers of SMEs is obtained and analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). Results: Findings indicate that strategic orientations mediate the relationship between entrepreneurial orientation and performance of SMEs in Saudi Arabia. Limitations of the investigation: The proposed model may not be generalised and must be applied in other contexts and cultures. Practical implications: This study indicates that KSA managers should maintain emphasis on entrepreneurship and establish unique strategic techniques to improve efficiency. Policymakers are recommended to establish entrepreneurship initiatives for SMEs to form entrepreneurship. Additional recommendations are also provided. Originality / Value: This study adds to the current body of knowledge by addressing the mediating role of market and technology orientation in the relationship between entrepreneurial orientation and performance of Saudi SMEs. [ABSTRACT FROM AUTHOR]

Entrepreneurship orientation is a fundamental topic both in entrepreneurship and in management that has a critical role in the development of the firm. The purpose of this paper is to study the relationship between entrepreneurial orientation (EO) and firm growth, specifically, how entrepreneurial leadership and market orientation mediate the relationship between EO and firm growth. The population of this study is agricultural small- and medium-sized enterprises (ASMEs) across Tehran Province. The survey instrument is questionnaires that were sent to 240 owners and/or top managers of ASMEs as a sample. Validity of the questionnaires has been verified in two ways of face and construct, and its reliability has been verified using Cronbach's alpha. The collected data has been analyzed by using the structural equation modeling. The results reveal that EO significantly influences firm growth in ASMEs. Notably, entrepreneurial leadership (EL) and market orientation (MO) perform a mediating role in the relationships between EO and firm's growth in ASMEs. [ABSTRACT FROM AUTHOR]

Businesses increasingly incorporate the sustainability aspects into their products, services, and processes that drive innovation. While extant research on the linkage between sustainability and innovation has gained momentum over the past years, prior research has predominantly focused on sustainability's performance impacts (e.g., financially and environmentally) and product innovation outputs, neglecting the internal mechanisms that leverage sustainability. While findings from previous studies suggest that sustainability may drive business model innovation (BMI), it still lacks empirical evidence on whether and how sustainability may influence the evolvement of BMI. Relying on the stimulus‐organism‐response framework, we address these shortcomings and argue that sustainability commitment influences certain strategic orientations that increase the propensity of innovating a business model (BM). Using a sample of 167 German manufacturing firms, we empirically investigate these relationships. Our results from structural equation modeling show that the sustainability commitment has no direct effect on BMIs. Our mediation analysis does, however, reveal that sustainability commitment has complex indirect effects driving BMI through strategic orientations, namely the firm's market, technology, and entrepreneurial orientation. By uncovering the mechanisms through which sustainability commitment drives BMI, our findings provide new impetus on BMI's internal drivers and highlight the important role of certain strategic behaviors that guide managers' strategic choices when planning to innovate a BM. From a managerial perspective, our findings thus provide mangers with guidelines to achieve the right configuration of strategic orientations when responding to sustainability issues by innovating their current BM. [ABSTRACT FROM AUTHOR]

Market orientation has been presented as an important predictor of business performance, and it is presumed to contribute to long-term success in both profit-oriented and non-profit enterprises. Similarly, entrepreneurial orientation is a concept that has been widely applied to business firms but has not been empirically tested in social enterprises. Moreover, the literature does not present a widely accepted and tested conceptual model relating entrepreneurial orientation, market orientation and performance, in the realm of social enterprises. In order to fill this gap, this research assesses how these strategic orientations affect social and economic performance in the setting of social enterprises. Structural equation modeling was used as a means to analyze the hypothesized relationships. After testing the model on a sample of 805 Portuguese social enterprises, the findings show that both social entrepreneurship and market orientations significantly impact social performance. The results also indicate that market orientation mediates the effect of social entrepreneurship orientation on the performance of social enterprises. [ABSTRACT FROM AUTHOR]

Purpose: This study presents and validates a theoretical model linking individual characteristics of the founding or lead innovative entrepreneur of a start-up venture – the entrepreneur's values, entrepreneurial attitudes and entrepreneurial self-efficacy – to the firm's entrepreneurial orientation (EO) and market orientation (MO) and, ultimately, to firm performance. Design/methodology/approach: We conducted a survey on a stratified random sample of founders of early-stage South Australian micro- and small enterprises with a response rate of 24% (N = 204). Structural equation modelling was used to evaluate the model. Findings: The study found that there is a significant relationship between the individual lead entrepreneur and firm strategies developed in early-stage firms in explaining firm performance. It also found that internal values are positively related to entrepreneurial attitude. Entrepreneurial attitude is positively related to entrepreneurial self-efficacy and EO innovativeness. In turn, entrepreneurial self-efficacy is related to innovativeness, proactiveness and risk-taking. The proactiveness dimension of EO and entrepreneurial attitude is related to MO. Entrepreneurial self-efficacy, innovativeness and MO are related to firm performance. Research limitations/implications: This research was limited to entrepreneurial ventures in South Australia and may lack generalisability in other states and countries. Originality/value: The research contributes to the understanding of the heterogeneity within self-employed individuals, in particular among innovative entrepreneurs, by expanding insights regarding antecedents and consequences of the entrepreneurial process. It develops insights into the links of individual-level constructs with firm-level constructs to develop a more meaningful understanding of new venture creation and performance. It enhances our knowledge of the heterogeneity within the group of self-employed by exploring the individual entrepreneurial antecedents of performance in early-stage firms. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the joint effect of entrepreneurial orientation (EO), market orientation (MO), total quality management (TQM) and organisational performance in the Kingdom of Saudi Arabia's (KSA's) small and medium enterprise (SME) sector. Design/methodology/approach: This paper used a quantitative research design. A total of 393 questionnaires were distributed to and collected from owners/managers of SMEs in KSA to acquire requisite data for examining the hypothesised model of the study. Partial least squares structural equation modelling was used to analyse the research data. Findings: The results indicate that EO, MO and TQM are positively and significantly related to the organisational performance of SMEs. In addition, the findings reveal that TQM has contributed the most to the enhancement of organisational development, which is followed by EO and finally, MO. Practical implications: Developing economies consider SMEs as an approach to generate new jobs and enhance economic growth. The results provide owners/managers, practitioners and academicians with an enhanced understanding of the relationship and effects of EO, MO and TQM on organisational performance, particularly in the SME sector. Thus, owners/managers are guided to develop improved and further effective decisions for the implementation of TQM practices with strong EO and MO. Consequently, firms realise superior performance and continuously compete within their market. Originality/value: From the perspective of developing countries, this study contributes to the existing literature by providing empirical evidence regarding the effects of EO, MO, TQM and SMEs' performance. This study is the first to empirically examine the SME sector within the KSA's economy regarding the new orientation among decision makers in terms of increasing the significance of non-oil activities. This study also confirms the usability of resource-based view theory and strategic orientations variables in the KSA SMEs. [ABSTRACT FROM AUTHOR]

The prime objective of the current study is to examine the impact of the entrepreneur orientation, market orientation, and the learning orientation on the performance of the SMEs in the Thailand. The study has employed the survey-based methodology. The response rate of the current study is 81 percent. The study has employed the structural equation modeling using SEM-PLS. The data is collected from the manufacturing SMEs in Thailand. The research findings obtained in this study contribute to the literature. The study attempted to analyze the effects of learning orientation, entrepreneurial orientation and market orientation on the SMEs performance in Indonesia. In previous studies, single strategy implementation resulted in suboptimal performance. Therefore, the present study further extended this theory by considering all three strategic orientation measures, i.e. market orientation, learning orientation and entrepreneur orientation as the significant SMEs performance drivers. The empirical findings obtained in this study provide supporting evidence in favor of resource-based view (RBV), which suggests the alignment of strategies for higher organizational performance. The findings offer deeper understanding about the effects of EO, MO and LO on the overall SMEs performance in Indonesia. The present study provides insights for the practitioners and policy makers which may facilitate them in the formulation of SMEs related policies. The analytical outcomes suggest that the SMEs managers must closely coordinate with the quality and marketing departments, thereby assisting them in promoting higher performance and customer satisfaction. [ABSTRACT FROM AUTHOR]

Objective - Literature suggest that companies should focus their Market Orientation (MO) on good marketing and business performance. However, previous research in this area deals mostly with large companies. The objective of this research is to study the significance of MO for small and medium enterprises (SMEs) with the specific production strategy of Make-To-Order. Methodology/Technique - The sample of this study is 111 Indonesia SMEs. The descriptive research design is supported by exploratory research. The structural model is analysed using the Structural Equation Modelling approach with LISREL 8.8 and SPSS 16.00. Findings - The result shows that MO does not have a significant impact on Marketing Performance. In the context of MTO, SMEs do not need to have a high Market Orientation to have satisfactory performance. It is more important for them to take care of the relationship with their principal companies. Government regulations, such as raw material regulations, also have an impact on SMEs performance. It is recommended that future research explore the types of capabilities of SMEs relating with the era of Industry 4.0. Other strategic orientations, such as production orientation, could be considered as factors in future research. [ABSTRACT FROM AUTHOR]

This article provides empirical evidence for the relationship between the market orientation, entrepreneurial orientation, and collaboration of external actors in the processes of incremental and radical innovations in rural enterprises. The research tested two sets of assumptions: first, the relation between contributions of strategic orientation and innovation processes; and second, collaborations of external stakeholders in the implementation of innovation processes. Data were collected from 208 rural enterprises and analyzed with the use of techniques of partial least squares structural equation modeling. Results showed that the market orientation contributes to the development of incremental innovation, and that the entrepreneurial orientation contributes to the implementation of the incremental and radical innovations. Specific agents (buyers, suppliers of goods and services, consultants, and others producers), collaborate positively in implementing incremental innovation; however, generic agents do not. The generic agents (universities and specialized public organizations) are the ones that most intervene in radical innovations. The use of consistent theory in the areas of strategy, marketing and management in identifying that some of their causal relationships are confirmed for rural businesses unlike others, due to the structure of the market and the products produced by them. [ABSTRACT FROM AUTHOR]

This study aims to examine the role of entrepreneurial orientation (entrepreneurship orientation) in innovation level among Small and Medium Size Enterprises (SMEs). A questionnaire survey was conducted among 137 firms in the Podlaskie Region. Three hypotheses related to entrepreneurial orientation and innovativeness level were examined by Structural Equation Modeling (SEM). The relation between two constructs of entrepreneurial orientation and innovativeness, that is proactiveness and risk taking were analyzed. The research results show that proactiveness has a significant positive total effect on improving innovativeness. The findings suggest, in contrast to the strategic orientation literature, that risk taking deters enterprises from organizational innovation. The results confirmed the significantly higher impact of the risk taking as an intermediate variable on the innovation through the mediator of proactivity. This work examines the relations between entrepreneurial orientation and innovativeness, thus contributes to the strategic orientation literature. [ABSTRACT FROM AUTHOR]