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1 – 2 of 2Allam Abu Farha, Said Elbanna, Osama Sam Al-kwifi and Satoko Uenishi
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Keywords
Osama Sam Al-Kwifi, Ilijana Petrovska, Mahour Parast and Arsalan Safari
This study aims to investigate the effects of individual entrepreneurial orientation (IEO), entrepreneurial self-efficacy (ESE) and entrepreneurial managerial skills (EMS) on…
Abstract
Purpose
This study aims to investigate the effects of individual entrepreneurial orientation (IEO), entrepreneurial self-efficacy (ESE) and entrepreneurial managerial skills (EMS) on project performance at both the individual and team levels using a holistic framework.
Design/methodology/approach
Data were collected from 308 university students involved in two different types of projects (entrepreneurship and nonentrepreneurship) in Qatar.
Findings
The confirmatory factor analysis and structural equation modeling showed that both IEO and EMS positively and almost equally influenced project performance. However, ESE’s impact on project performance was significantly mediated by both IEO and EMS and, in practice, it should be considered a motivational factor for increasing the impact of IEO and EMS on project performance.
Practical implications
Project managers should recognize the value of the management and leadership skills examined in this study and their implications for project outcomes.
Originality/value
This study provides novel insights into the role these factors play in effective project management, thus allowing organizations to make effective decisions to reinforce these factors and gain a competitive advantage.
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