Determining the presence of a long-term/short-term dilemma for SMEs when adopting strategic orientation to improve performance

Didonet, Simone Regina, Fearne, Andrew and Simmons, Geoff (2020) Determining the presence of a long-term/short-term dilemma for SMEs when adopting strategic orientation to improve performance. International Small Business Journal, 38 (2). pp. 90-110. ISSN 0266-2426

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Abstract

This study seeks to discuss a potential ‘long-term/short-term dilemma’ for small and medium-sized enterprises (SMEs), which could cause tension when adopting two strategic orientations assumed to be complementary – market orientation (MO) and sales orientation (SO). Specifically, the objective of this study is to examine the role of MO and SO as mediators of the relationship between business approach and SME performance. An empirical study of 122 SMEs in the UK grocery sector is conducted. The results reveal that an apparent conflict or tension between market and SO seems to exist in practice. SMEs emphasise both strategic orientations as a way of framing their business approach. However, this emphasis does not hold when considering SME performance. The impact of business approach on performance only occurs through MO. There is no observable significance in the mediation of SO on this relationship. Theoretical and managerial implications for SME management literature and practice are developed.

Item Type: Article
Uncontrolled Keywords: sme marketing,sme performance,market orientation,sales orientation,strategic orientations,management,capabilities,market orientation,innovation,family,impact,entrepreneurial,consequences,business performance,firm performance,business and international management ,/dk/atira/pure/subjectarea/asjc/1400/1403
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Related URLs:
Depositing User: LivePure Connector
Date Deposited: 10 Jan 2020 04:24
Last Modified: 22 Oct 2020 23:55
URI: https://ueaeprints.uea.ac.uk/id/eprint/73577
DOI: 10.1177/0266242619879369

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