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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]

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]