Market and entrepreneurial orientation's effect on organisational performance through marketing capabilities

Spiros Gounaris; Anastasios Siampos

Market and entrepreneurial orientation's effect on organisational performance through marketing capabilities

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution book

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Abstract

Organisational orientations play an important role in capabilities development, since they align management’s strategic objectives with operational activities in two ways; they form the way that the members of an organisation process information and react to the environment, but they also create internal environments in which desired behaviours are encouraged and supported (Atuahene-Gima & Ko, 2001). Market orientation (MO) and entrepreneurship orientation (EO) are two important organisational orientations (Tzokas, Carter, & Kyriazopoulos, 2001) that affect the operational competencies of the firm (Miles & Arnold, 1991). The present study seeks to explore how the two, MO and EO, can together explain the performance of the firm through the development of specific strategic skills each of the two enable.

Original language	English
Title of host publication	Academy of Marketing (AM) 2015 Conference Proceedings
Place of Publication	Limerick, Ireland
Number of pages	10
Publication status	Accepted/In press - 27 Mar 2015
Event	48th Academy of Marketing Conference - University of Limerick, Limerick, Ireland Duration: 7 Jul 2015 → 9 Jul 2015

Conference

Conference	48th Academy of Marketing Conference
Country	Ireland
City	Limerick
Period	7/07/15 → 9/07/15

Keywords

organisational performance
entrepreneurial orientation
marketing

Access to Document

Gounaris-Siampos-AM2015-market-entrepreneurial-orientation-effect-organisational-performance-marketing-capabilitiesAccepted author manuscript, 542 KB

Link to conference web pages

Cite this

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title = "Market and entrepreneurial orientation's effect on organisational performance through marketing capabilities",

abstract = "Organisational orientations play an important role in capabilities development, since they align management{\textquoteright}s strategic objectives with operational activities in two ways; they form the way that the members of an organisation process information and react to the environment, but they also create internal environments in which desired behaviours are encouraged and supported (Atuahene-Gima & Ko, 2001). Market orientation (MO) and entrepreneurship orientation (EO) are two important organisational orientations (Tzokas, Carter, & Kyriazopoulos, 2001) that affect the operational competencies of the firm (Miles & Arnold, 1991). The present study seeks to explore how the two, MO and EO, can together explain the performance of the firm through the development of specific strategic skills each of the two enable. ",

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AU - Gounaris, Spiros

AU - Siampos, Anastasios

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N2 - Organisational orientations play an important role in capabilities development, since they align management’s strategic objectives with operational activities in two ways; they form the way that the members of an organisation process information and react to the environment, but they also create internal environments in which desired behaviours are encouraged and supported (Atuahene-Gima & Ko, 2001). Market orientation (MO) and entrepreneurship orientation (EO) are two important organisational orientations (Tzokas, Carter, & Kyriazopoulos, 2001) that affect the operational competencies of the firm (Miles & Arnold, 1991). The present study seeks to explore how the two, MO and EO, can together explain the performance of the firm through the development of specific strategic skills each of the two enable.

AB - Organisational orientations play an important role in capabilities development, since they align management’s strategic objectives with operational activities in two ways; they form the way that the members of an organisation process information and react to the environment, but they also create internal environments in which desired behaviours are encouraged and supported (Atuahene-Gima & Ko, 2001). Market orientation (MO) and entrepreneurship orientation (EO) are two important organisational orientations (Tzokas, Carter, & Kyriazopoulos, 2001) that affect the operational competencies of the firm (Miles & Arnold, 1991). The present study seeks to explore how the two, MO and EO, can together explain the performance of the firm through the development of specific strategic skills each of the two enable.

KW - organisational performance

KW - entrepreneurial orientation

KW - marketing

UR - https://www.academyofmarketing.org/conference-2015/2015

M3 - Conference contribution book

BT - Academy of Marketing (AM) 2015 Conference Proceedings

CY - Limerick, Ireland

T2 - 48th Academy of Marketing Conference

Y2 - 7 July 2015 through 9 July 2015

ER -