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Purpose: This study aims to investigate how the interplay of multiple strategic orientations influences the growth-based performance of small and medium enterprises (SMEs). The authors have specifically examined the direct and complementary effects of multiple strategic orientations [i.e. entrepreneurial orientation (EO), market orientation (MO) and sustainability orientation (SO)] on firm performance. Design/methodology/approach: The data have been collected from 410 SMEs operating in Pakistan. Findings: The results revealed that the multiple strategic orientations (EO, SO and MO) have positive direct as well as complementary effects on SMEs' growth-based performance. Specifically, the joint effects of EO and MO were shown higher than other combinations and complementarities. Moreover, the direct effect of SO is found far lesser than the joint implementation of SO with either EO or MO. Originality/value: This study provides key insights into corporate sustainability, strategic orientations and SME performance literature. The implications for theory, practice, policy and future research are discussed. [ABSTRACT FROM AUTHOR]

Purpose: The identification of a successful mix of strategic orientations is a big challenge for corporate sustainability and management research. To this end, the purpose of this paper is to explore and analyze the interrelationships among multiple variants of strategic orientations (i.e. entrepreneurial orientation (EO), market orientation (MO), technology orientation (TO) and sustainability orientation (SO)) that lead to the superior performance of sustainability-oriented small and medium enterprises (SMEs) in a developing country context. Design/methodology/approach: This study utilized the case-study method to explore a detailed and comprehensive understanding of the interplay among multiple strategic orientations. The data were collected from the top management of SMEs working in Pakistan through semi-structured interviews, complemented with the data obtained through a structured survey and the firms' documentary evidence. Interviews were content analyzed to reveal more rigorous and comprehensive results. Findings: The findings of this study suggest that the strategic framework of successful firms utilizes the aspects from multiple orientations (EO, MO and SO) to create an appropriate alignment that ensures superior performance in a highly dynamic environment. Originality/value: The key finding of this study is the identification of a configurational framework, Entrepreneurial Responsible Orientation, if successfully implemented, it has the potential to drive sustainable performance of the small firms particularly, and sustainable development of the country, generally. [ABSTRACT FROM AUTHOR]