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Considering that entrepreneurial orientation (EO) and market orientation (MO) are antecedents of firm performance, and that technological turbulence (TT) and competitive intensity (CI) are present in different degrees in the business environment, the purpose of this paper is to address the following question in the context of young ventures: What is the contingent effect of TT and CI on MO–performance and EO–performance relationships?

This paper follows a deductive research approach. First, the literature on strategic orientation, opportunities, and dynamic capabilities (DCs) view are reviewed to formulate hypotheses. Then moderated hierarchical regression analysis is used on data collected from entrepreneurs/top managers of a multi-country (India and the UK) sample of young ventures.

The results of this study provide empirical evidence to the argument that both EO and MO, when looked from the universal approach, positively affect young ventures’ performance. The results show that young venture should consider environmental contingencies while choosing a strategic orientation. For resource-starved young ventures, EO is beneficial when the environment is intensely competitive, and MO is advantageous when the environment is technologically turbulent.

This study relies on the literature on opportunities and DCs view to arrive at hypotheses specific to young ventures. The paper empirically tests the assertions, finds support for the majority of them and reports unbiased estimates of the coefficients. It also clarifies the contrary observation made by some researchers in their study of orientation–performance relationship.

Extant literature highlights the inadequacy of using just four domains – leadership, strategy, structure, and environment – for identifying firms’ configurations. The purpose of this paper is to answer the questions – what firm-level and external elements should be used to identify young firms’ configurations? Which among these is the core element?

This paper relies on literatures on configuration approach and entrepreneurial orientation (EO) to build the assertions concerning the issue of theoretical specification used for generating young firms’ configurations, and its core element. Crisp-set qualitative comparative analysis (CS-QCA) of the data collected from 70 young firms supports the arguments. Various robustness analyses reaffirm these assertions.

Literature review reveals that EO represents a firm’s decision-making proclivity concerning new entry and proactive risk-taking. CS-QCA supports the assertions that: inclusion of EO improves the configurational explanation of young firms’ performance; EO is the core element of young firms’ configurations; and market orientation or social capital cannot substitute EO in configurational studies of young firms’ performance. CS-QCA serves as a tool to support an alternative theoretical stance that questions the adequacy of extant domains used to identify configurations.

This paper theorizes for inclusion of EO as an additional domain for identifying young firms’ configurations, and exploits novel capability of set theoretic methods of CS-QCA to explore the issues of model specification and conjunctural causation, and ascertain the core element of configurations.

This paper aims to bring together strategic orientation (SO) and organizational forms literatures by proposing refined SO typologies based on various combinations of entrepreneurial orientation (EO) and market orientation (MO); and postulating typical organizational forms (configurations) for proposed SO types relative to each other in terms of parameters identified from organizational forms literature.

This conceptual paper employs selective-intensive review of literature dealing with: both EO and MO to identify extant SO typologies, relevant strategic attributes, and relationships between EO, MO and strategic attributes; and organizational forms to identify parameters. Tabular frameworks are used to compare the proposed and extant SO types, posit strategic attributes for the proposed SO types, and compare ideal organizational profiles across SO types.

EO and MO are related constructs that capture distinct aspects of business philosophy. Relationships of EO and MO with each strategic attributes are summarized. To explain differences across all attributes simultaneously, using combinations of EO and MO, five SO types – prospector, analyzer, proactive defender, reactive defender, and reactor – are proposed. Relative organizational profiles are specified for proposed SO types, using parameters strategy, structure, resources, and environment.

This paper brings together sporadic attempts towards developing SO typology and explicitly integrates SO and organizational forms literatures. It offers ground work for developing testable propositions and tabular frameworks that may serve as heuristics into nature of firms' orientations and their performance implications.

The purpose of this paper is to explore and compare causal recipes for high performance among young Indian and UK firms in high-tech industries.

The traditional configuration approach suggests using the leadership, strategy, structure, and environment domains to identify configurations. In response to calls to improve causal linkages, and drawing on work on start-ups’ configurations, entrepreneurial orientation is used with these four domains to identify configurations. Fuzzy-set qualitative comparative analysis is used to analyze data collected via questionnaires from 70 Indian and 21 UK young firms.

In all five configurations identified in UK context, firms adopt high external integration, and employ inorganic development strategies, exhibit high internal integration, or do not operate in a highly competitive industry. These firms carve out niches, enjoy strong linkages with supply chain partners, and have strong enough reputations that their environment is not highly competitive. Although employees are told what to do, autonomy is provided on how to do it. Among the nine Indian configurations, a large number of managers with high-growth experience is absent in eight, high internal integration is lacking in six, and high external integration is missing in five. These firms employ alternative recipes for success, as discussed in the paper.

Comparing configurations in the Indian and UK contexts, the paper highlights similarities and differences across configurations, and that founders devise alternate pathways to achieve high performance. It also notes changes in relationships among variables across configurations.

The purpose of this study is to explore how international entrepreneurial orientation of top management team (TMT) of software product firms influence their firms' internationalization activities.

This study uses interpretive analysis techniques and examines data collected from in-depth interviews and secondary sources from 20 software product firms.

The analysis of data reveals the existence of a pathway through which the international entrepreneurial orientation of the TMT influences the firm's strategic learning functions (knowledge creation, dissemination, interpretation and implementation) which in turn influences the firm's internationalization activities.

The authors extend the existing knowledge by demonstrating an existence of path to interpret the individual attribute of international entrepreneurial orientation of TMT with the organization's knowledge management functions. Building on the theories of knowledge-based view and organizational learning, and by leveraging the microfoundations approach, a process model is also derived based on evidence from data analysis to enable examination of the combined effects of the international entrepreneurial orientation of TMT, firm's strategic learning on internationalization.

The authors provide an integrative process model that connects TMTs' international entrepreneurial orientation to the firms' strategic learning processes, which in turn is linked to examine the combined influence of these constructs on the internationalization activities of a firm.