Abstract
| 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 |
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Keywords
- organisational performance
- entrepreneurial orientation
- marketing
Cite this
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Market and entrepreneurial orientation's effect on organisational performance through marketing capabilities. / Gounaris, Spiros; Siampos, Anastasios.
Academy of Marketing (AM) 2015 Conference Proceedings . Limerick, Ireland, 2015.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution book
TY - GEN
T1 - Market and entrepreneurial orientation's effect on organisational performance through marketing capabilities
AU - Gounaris, Spiros
AU - Siampos, Anastasios
PY - 2015/3/27
Y1 - 2015/3/27
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
ER -