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This study aims to investigate the key roles of human and relational capital in the export orientation and competitiveness of knowledge-intensive cooperative companies. It is also aimed to examine the moderating role of marketing knowledge capabilities.

Data from 552 managers at 86 companies, selected from knowledge-intensive export cooperatives, were analyzed with structural equation modeling with the partial least squares approach.

Results indicate that both human and relational capital exert considerable effects on competitiveness. Export orientation was a driving factor for cooperatives’ competitiveness. Human and relational capital fostered the effects of export orientation on competitiveness. Moreover, marketing knowledge capabilities were found to moderate the relationships between human and relational capital and export orientation, as well as between export orientation and competitiveness.

By highlighting the role of human capital and relational capital in export orientation and competitiveness, this study offers an analysis of important managerial processes within cooperative companies, which have not been sufficiently addressed in previous research. This research also demonstrated the moderating role of marketing knowledge capabilities in strengthening relationships between human and relational capital and export orientation, as well as between export orientation and competitiveness, which has been neglected in previous studies. These findings provide academics and practitioners with a new framework for examining the relationships between these constructs, which will enable them to establish strategies for achieving a competitive advantage.

This study aims to examine individual-specific market orientation as an innovative approach and its relationship with marketing skills among artisan entrepreneurs in India.

The study adopted an in-depth interview to explore variables, a questionnaire survey to understand their latent dimensions through exploratory factor analysis and structural equation modeling to test the relationship between constructs under study.

The interview result indicates that 20 variables explain factors affecting individual-specific market orientation with four latent dimensions: customer orientation, competitor orientation, external coordination orientation and personal selling orientation. There is a significant and positive relationship between customer orientation and personal selling orientation with the marketing skills of artisan entrepreneurs in India.

The study is confined to three southern states of India and weaving villages known for their endemic product specifications.

The study found significance in orienting artisan entrepreneurs of developing countries and equipping them with desired skills to meet the changing dynamics of the market and meet their livelihood needs. The study further supports policymaking in strengthening the capability of artisans to enter the market without mediators.

The model provides insight into other unorganized sectors to formulate innovative approaches to strengthen marketing skills and entrepreneurial ability.

As an exploratory study, examining individual-level market orientation as an innovative approach and their relationship with marketing skills among artisan entrepreneurs was unexplored in several unorganized sectors, including handlooms.

In this study, the authors examine the influence of market orientation on small firms' performance. The authors theorize that the association between market orientation and small firm performance provides an incomplete picture in a competitive environment. The application of configuration approach which involves simultaneous consideration of market orientation, strategic flexibility and competition intensity is crucial to examine driver of firm performance.

The sample of the research study consists of 272 small firms from an emerging economy, India. Ordinary least squares regression has been used to investigate the hypothesized relationships.

The authors noted that the three-way interaction between market orientation, strategic flexibility and competition intensity elucidates variance in small firm performance over and above a contingency model and a direct relationship.

The findings contribute to the existing literature by exhibiting the effect of market orientation on firm performance. The configuration model suggests that small firms can outperform competitors in a lower competitive environment if they have high market orientation and high strategic flexibility investment. To leverage market opportunities and achieve better firm performance, small firms’ owners should analyze the usefulness of current capabilities in a changing competitive environment concurrently and align market orientation to those conditions.

The strategic management and marketing literature suggests that relationship between market orientation and performance is ambiguous. The findings offer insights to managers regarding the appropriate use of strategic flexibility in leveraging the benefits of market orientation in a highly competitive environment. Furthermore, by collecting data from the context of an emerging economy, India, the authors attempt to strengthen the applicability of market orientation in different contexts.

This study seeks to investigate how managerial assumptions shape international market orientation (IMO) and how IMO, in turn, affects the performance of small and medium-sized enterprises (SMEs), drawing from cognitive theory and the resource-based view (RBV) to provide the theoretical framework.

The study focuses on the relatively unexplored domain of small and medium-sized enterprises (SMEs) in Japan. A survey was developed and tested using data from 303 Japanese SMEs. The study model was subsequently analyzed using the partial least squares (PLS) technique.

The study reveals a nuanced relationship between managerial frames of reference (FoRs) and IMOs. The results confirmed notable congruence between interfunctional market orientation and managers who exhibit a political FoR. They also revealed a positive correlation between professional FoR managers and customer market orientation. Additionally, the findings showed that entrepreneurial FoR managers displayed a significant association with competitive market orientation and Bureaucratic FoR matched with the three types of IMO. Finally, the results indicate that all three forms of IMO have a substantial impact on performance, albeit to varying degrees.

The applicability of our results to multinational corporations (MNCs) has not been evaluated. Since the primary focus was to identify the types of associations among FoR and IMO, the causal pathways and explanatory factors that underpinned these observed relationships were not examined in this study. Additionally, due to the geographical concentration of our sample in Japan, we were unable to conduct tests on the suggested model in other countries to validate and potentially generalize the research findings.

By developing an implicit understanding of the market orientation fit within the organization’s FoR, managers can enhance their understanding of competitors' activities and enable them to respond with greater efficiency.

To the authors’ knowledge, this is one of the rare papers that inspect the relationship between International market orientations and managerial assumptions as well as their effect on performance.

This study aims to investigate the ways that human capital influences the strategic orientation variables entrepreneurial orientation (EO) and market orientation (MO), which ultimately leverage the firm performance of small and medium enterprises (SMEs) in Indonesia.

This study used a quantitative method with a total of 274 SMEs in the Regency of Gresik, East Java, Indonesia, as the observable population. Furthermore, the identified samples obtained through the random sampling technique were determined using the Slovin formula with 163 SMEs used for analysis. As the means of analysis, this study used a statistical approach by using PLS-SEM statistics from SmartPLS software. This analytical tool has been proven to be a robust statistical tool that has been used in many marketing studies.

This study found that human capital is a key determinant of EO and MO as strategic orientations of SMEs. Furthermore, this study highlighted that SMEs’ strategic orientations (i.e. EO and MO) provide a valuable thrust that leverages firm performance. Moreover, the role of human capital in leveraging firm performance was found to be significant with the role of the joint effect of EO and MO as mediator. This implies that human capital is not solely a single determinant that leverages SMEs’ performance.

There are few aspects of limitations in this research that could be enhanced by other scholars in the discipline of entrepreneurship. First, the strategic orientation concept being indicated by EO and MO had yet to provide a comprehensive view of strategic orientation. Second, this research used samples that represent the traditional furniture cluster in East Java and had yet to explore other clusters such as food processing and services cluster which may be relevant to the context of SMEs in Indonesia.

As a practical implication, this study would benefit policymakers in Indonesia, such as the Ministry for Cooperatives and SMEs to provide assistance to SMEs to progressively nurture capacity-building through formal and informal education to leverage human capital. Moreover, it could benefit other relevant businesses, such as national banks in Indonesia whose interests are significant, especially in providing financial access to SMEs in Indonesia.

The social implication of this research lay the focus on the suggestion by which SMEs must be able to optimize their capabilities by enhancing levels of human capital particularly for traditionally managed SMEs. The ability to survive external pressures for would be able to contribute to the social well-being of their society as many people are dependent heavily in the operation of the SMEs.

The significance of this study is twofold. Although the use of human capital as a determinant of firm performance has been discussed in the literature, few studies to date has sought to predict human capital with EO and MO as mediators of firm performance. Furthermore, the joint impact of EO and MO as a strategic orientation needs to be holistically explored and explained, particularly in an emerging economy context.

This study explores the mediating effects of relationship marketing orientation (RMO) and service quality orientation (SQO) on market orientation, selling orientation, and policyholder retention in non-life insurance services. Additionally, it offers important recommendations for non-life insurers in Taiwan for policy development and improving policyholder retention.

Data were collected from a sample of policyholders belonging to the top five non-life insurance companies in Taiwan. The data were then analyzed with structural equation modeling.

RMO and SQO mediate the effects of the salesperson’s market orientation on policyholder retention. Thus, RMO and SQO are key factors influencing policyholder retention. Consequently, high levels of market orientation should be maintained to increase RMO and SQO, strengthening the retention rate of non-life insurance policyholders.

The main limitation of this study is its cross-sectional nature. In the future, researchers should collect data from other countries and service industries (e.g. banks, securities, and other financial institutions), expand to different insurance contexts (e.g. life insurance), and conduct longitudinal studies or experimental research.

The results of this study can act as a guide for providers of non-life insurance services. Based on the research results, we recommend decision-makers pay increased attention to increasing policyholder retention rates by strengthening their firm’s RMO and SQO.

Few studies have investigated the relationships among market orientation, selling orientation, RMO, SQO, and policyholder retention in non-life insurance services within Asian contexts in general and specifically in Taiwan. Thus, this study’s theoretical contributions, managerial implications (especially for decision-makers), and the proposed future research directions represent timely and valuable additions to the literature.

This study aims to investigate the intervening role of lean management (LM) in the direct relationships between green market orientation, green value-based innovation, green reputation and enterprise social performance.

Data for the study is carefully garnered from 217 managers in Ghanaian small- and medium-sized enterprises. The methodological technique used to validate all hypothesized relationships is partial least squares structural equation modelling.

The empirical results of the study suggest that although green market orientation has a positive impact on green value-based innovation, the effect is not significant. However, the results confirm that green market orientation has a significant positive impact on green reputation and enterprise social performance. The results further suggest that LM has a significant positive impact on green value-based innovation, green reputation and enterprise social performance. The mediation analysis provides empirical evidence to suggest that LM fully mediates the relationship between green market orientation and green value-based innovation. Lastly, the results of the mediation analysis suggest that LM plays a complementary partial mediation role between green market orientation, green reputation and enterprise social performance.

Despite the flourishing research on green market orientation in marketing management and environmental literature, no study has been carried out to explore the intervening role of LM in the relationships between green market orientation, green value-based innovation, green reputation and enterprise social performance. Thus, considering LM as a missing link between green market orientation, green value-based innovation, green reputation and enterprise social performance is a noteworthy research gap which this study fills.

The purpose of this paper is to analyze the multiple mediation role of both market orientation (MO) and marketing capabilities (MC) in the relationship between entrepreneurial orientation (EO) and performance (OP), given that the results of previous studies are not conclusive. Consequently, this relationship can be more complex than a direct relationship.

Using structural equation models, the proposed conceptual model is tested with data from 154 small and medium-sized enterprises (SMEs) in the low-tech manufacturing sector of an emerging Latin American country. Data analysis was performed using structural equations.

The results confirm that the relationship between EO and OP is not significant. Likewise, the roles of individual and sequential mediation of MO and MC in the relationship between EO and OP are confirmed.

The cross-sectional nature of the study. A longitudinal study could provide additional insights regarding the relationships among these variables and their effect on performance.

Guidelines help businesses in emerging markets to consider the importance of developing entrepreneurs’ MC and MO to optimize the impact of EO on OP.

Guidelines help public policymakers in emerging markets to consider the importance of developing entrepreneurs’ MC and MO to optimize the impact of EO on OP.

This paper contributes to understanding the complex relationship between EO and OP, which remains relatively underexplored in SMEs in developing countries (Buli, 2017), by analyzing the key role of OM and MC in a multiple mediation model not considered in previous empirical evidence.

The main purpose of this study is to examine the influence of two characteristics of supply chain management (SCM) (resilience and integration) on new product performance (NPP) via the mediation of marketing innovation orientation.

This study was designed by the quantitative method, and the research model was developed based on the resource-based view (RBV) theory of 211 managers from Israeli firms using SmartPls3 software.

The main finding that emerges from this study is that marketing innovation orientation serves as a full mediator in the relationship between supply chain resilience (SCR) and NPP as well as in the relationship between supply chain integration (SCI) and NPP. Thus, companies that wish to achieve a competitive advantage over their rivals should improve and strengthen their marketing innovation orientation. By doing so, they enhance the relationship between SCM and NPP.

The findings provide an applicable guideline for marketing managers. Managers should be ready to adapt to customers’ demands, environmental changes and, most importantly, disruptive events in a dynamic environment.

The current study sheds light on the mechanism for NPP via integrating suppliers, customers and the organization. So, managers should adopt SCR and integration to strengthen their marketing innovation orientation in order to achieve NPP.

The developing field of entrepreneurial marketing reflects input from both marketing and entrepreneurship. Since the early 1980s, it has evolved heterogeneously, without a coherent theory, leading to complex scholarly views. Therefore, this literature review aims to shed light on the recent developments, reveal various research perspectives related to entrepreneurial marketing and derive future research avenues.

To account for recent scientific contributions and establish a more transparent view of divergent insights, the systematic literature review reported herein covers 207 peer-reviewed journal articles published after the “Charleston Summit” over 12 years (2010–2021) and details their contributions based on descriptive and inductive thematic analysis.

First, a descriptive analysis illustrates recent scientific developments indicating that entrepreneurial marketing is a vibrant research field with a continuous increase in publications worldwide and a wide range of research methods applied. Second, the thematic analysis suggests a three-part classification into entrepreneur, business and market perspectives. The authors present the most frequent themes and subthemes within this literature domain, as well as offering a critical assessment of the field that reveals key directions for expanding existing research.

To the best of the authors’ knowledge, this study is the first comprehensive review systematically examining entrepreneurial marketing literature while conducting an in-depth thematic analysis. It enhances current knowledge of the field by extending previous narrative and bibliographic reviews and discussing research directions. Aside from specific research questions, an alternative way to narrow down the multiple research objects is elaborated by critically debating the perspectives.