Orchestrating internal and external resources to achieve agility and performance: the centrality of market orientation

Abstract

Purpose

This study examines the collaborative impact of networking capability and balanced agile project management (APM) on firm performance through the mediating role of market orientation and business process agility of medium and large telecommunication technology providers in Indonesia.

Design/methodology/approach

Research data were collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis (CFA) and structural equation modeling (SEM).

Findings

The results indicate that market orientation fully mediates the link between networking capability-business process agility and balanced APM-business process agility. Furthermore, business process agility mediates the relationship between market orientation and firm performance.

Research limitations/implications

This study is based on a cross-sectional nature and might fail to capture the dynamic of the studied variables over an extended period.

Originality/value

The study extends the knowledge that dynamic capabilities, represented by networking capability and balanced APM, must be framed by market orientation to create customer value and improve bargaining position. However, market orientation alone is not enough in a highly dynamic business environment. Organization also requires business process agility, responsiveness and adaptability to timely address customers' needs and requirements.

Citation

Kurniawan, R., Manurung, A.H., Hamsal, M. and Kosasih, W. (2021), "Orchestrating internal and external resources to achieve agility and performance: the centrality of market orientation", Benchmarking: An International Journal, Vol. 28 No. 2, pp. 517-555. https://doi.org/10.1108/BIJ-05-2020-0229