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The purpose of this paper is to investigate the relationships between technology orientations and export performance of small and medium-sized enterprises (SMEs).

A quantitative research design was adopted for this study. The paper formulates hypotheses from the literature review. These hypotheses are tested using structural equation modeling with data collected from 231 SMEs in Uganda. Data were analyzed using SPSS version 23 and AMOS.

The findings of this study showed technology orientation has a positive and significant relationship with the performance of Ugandan SMEs and that supply chain agility moderates technology orientation and export performance.

The study discusses the findings, advances limitations and managerial implications. It also suggests future research avenues. It proposes some recommendations to help Ugandan SMEs to form flexible supply chains, use the latest technology and create strong relationship ties with their partners in the supply chain.

The study suggests that managers of Ugandan SMEs should use the latest technology in production, marketing, logistics and supply chain management which will enable them to respond quickly to customer tastes and preferences leading to higher levels of export performance.

This study contributes to the literature on strategic management showing the reliability of scales used and the confirmatory of the factor structure. This study shows that in strategic management technology, orientation is critical in increasing export performance. This study has extended the resource-based view (RBV) and dynamic capabilities theories.

This paper examined mediating effect of customer loyalty on the influence of customer orientation and technology orientation on the performance of small and medium-sized enterprises (SMEs).

This study adopted and modified items from previous studies. Also, data were analyzed using structural equation modeling (SEM). Additionally, a PROCESS Macro mediation test was used.

The study's findings indicated that customer orientation and technology orientation positively and significantly affect customer loyalty. Moreover, the findings indicated that customer loyalty has a positive and significant effect on the performance of SMEs. Finally, customer loyalty was found to mediate the influence of customer orientation and technology orientation on the performance of SMEs.

The study recommends on business performance improvement through enhancing customer and technology orientations and customer loyalty. So, SMEs should make sure their internal environment is conducive to accommodate customer and technology orientations, which will help them come up with effective ways to get loyal customers and improve their business.

The study adds value to the existing literature by introducing customer loyalty as an intervening variable between the effect of customer orientation and technology orientation on business performance of SMEs.

The purpose of this paper is to deploy an alternative way, drawing upon research in service innovation, to predict service delivery innovation from the extents of market and technology orientations and innovative competence.

Five hypotheses were proposed. A two-part questionnaire was developed. One part of the questionnaire was completed by the sales manager and the other part by the marketing manager of select companies. The questionnaires were distributed to 533 information technology companies in Taiwan. Of the 533 questionnaires returned, 160 questionnaires were deemed usable. This study uses the partial least square analysis to test the hypotheses.

Proactive market orientation and technology orientation affect exploratory and exploitative innovative competences; but, only exploitative innovation competence affects service delivery innovation.

The findings indicate that managers need to understand the market trends and the technology availability and be able to customize corresponding service/product features which can further lead to stimulate exploitative innovative competence and facilitate service delivery innovation.

The paper is among the first attempts to examine how market and technology orientations affect innovative competence and service delivery innovation. In addition, this study provides the explanatory variance missing in the literature that has not examined the black box relationship between market and technology orientations and service delivery innovation.

This study aims to investigate the adoption intention of artificial intelligence (AI) in family businesses through the perspectives of digital entrepreneurship and entrepreneurship orientation.

The study examines contributing factors explaining the adoption intention of AI in the context of family businesses. The developed research model is examined and validated using structural equation modelling based on 631 respondents' data. Purposeful sampling is used to collect the respondents' data.

The proposed model included two endogenous (i.e. business innovativeness and adoption intention) and six exogenous variables (i.e. affordances, culture and flexible design, entrepreneurial orientation, generativity, openness and technology orientation) through ten direct paths and three indirect paths. The results depicted the significant influence of all the exogenous variables on the endogenous variable reflecting support of all the hypotheses. The business innovativeness partially mediates the relationships of culture and flexible design, entrepreneurial orientation and technology orientation with adoption intention. Further, the results demonstrated a model variance of 24.6% for business innovativeness and 64.2% for adoption intention of artificial intelligence in the family business.

The study contributes to theoretical developments in entrepreneurship and family business research and AI's theoretical progress, especially to digital entrepreneurship.

Theoretically, it contributes to the literature of entrepreneurship, particularly digital entrepreneurship. Additionally, the research model adds to the role of entrepreneurial orientation and digital entrepreneurship in the emerging family entrepreneurship literature. Considering the scarcity of research in this field, the empirically validated model explaining critical antecedents of AI adoption intention in the family business is a foundation for discussion, critique and future research.

This study aims to examine the effect of firm-specific customer relationship orientation, technology orientation and the marketing–R & D cooperation on market performance. Although the importance of customer focus in R & D has been widely recognized in the literature, less attention has been paid to customer relationship orientation and the simultaneous effect of the three constructs on market performance.

The hypotheses are tested on a multi-industry survey study of 209 R & D-intensive firms in Finland using hierarchical regression analyses, including both direct and interactional effects.

The findings show that customer relationship orientation has a direct positive effect on market performance and that technology orientation also has a positive, yet non-significant effect. In addition, the effect of both of these strategic orientations is accentuated when collaboration between marketing and R & D departments is high, providing evidence on the significant moderating effects of these types of processes.

The implications of the research can be interpreted as being generalizable at least to some extent due to the multi-industry nature of the sample. However, the research is bound to a certain type of firm (R & D-intensive) and to a certain national context (Finland), which poses limitations to the study.

The results suggest specific benefits for integrating specialist, complementary knowledge into a firm in terms of R & D and marketing knowledge. Practicing managers across departments should thus consider not only focusing on their specialist areas in markets (e.g. customers or technology) but also utilizing complementary insights within the firm to reap benefits in their fields.

The study focuses on the less-researched concept of customer relationship orientation in parallel with the more established technology orientation. It also provides novel evidence on how the effectiveness of these orientations benefits from firm-internal knowledge transfer between the marketing and R & D departments.

This paper aims to draw on a knowledge-based view to emphasize that internal technological and market knowledge is critical to developing absorptive capacity.

This is a conceptual paper, which draws on recent transformations of management practices. Thus, the paper builds on prior academic contributions.

Firms increasingly establish innovation processes that involve an active acquisition of external technologies, often through alliances and licensing. To explain differences across firms in external knowledge acquisition, marketing and product innovation researchers have recently adopted a process perspective of absorptive capacity, which refers to a firm’s ability to explore, retain and exploit external knowledge. This paper develops a conceptual framework with propositions relating technology orientation, responsive market orientation and proactive market orientation to the three process stages of absorptive capacity under different conditions of environmental dynamism.

Beyond the relevance of technology and market orientation for fostering internal innovation, this paper points to their importance for successfully acquiring external technological knowledge. In light of increasingly open innovation processes, absorptive capacity is an essential complement to internal innovation in linking technology and market orientation to firm performance.

The purpose of this paper is to identify groups of companies using different configurations of orientations, and compare the groups for differences in their performance and organizational learning capability. The paper proposes that organizational learning capability enables firms to utilize several strategic orientations simultaneously.

A sample of 164 Finnish software companies is clustered on the basis of their mix of customer (CO), technology (TO) and entrepreneurial orientation (EO). After validating the clusters, an analysis of variance is performed to detect differences in measures of performance and learning capability.

The paper provides evidence that firms combining several strategic orientations perform better than those focusing solely on customer orientation. The paper finds support for a proposal that software companies can be divided into three groups featuring different configurations of customer, technology and entrepreneurial orientation. The groups are termed: servants (high CO, low TO and low EO), players (intermediate levels of CO, TO and EO) and integrators (high levels of CO, TO and EO). Furthermore, the paper shows that these groups demonstrate differences in their organizational learning capability and performance.

The paper refers to an empirical study of software companies in Finland. Further research in other countries and industry settings is needed to confirm and extend the results.

The identification of a successful mix of strategic orientations is a major challenge to management. The results urge software company managers to develop a culture that nurtures organizational learning. The paper suggests that managers should utilize aspects from several strategic orientations and create an appropriate mix of orientations that enables adaptation to dynamic business environments.

The paper provides insights into viable combinations of strategic orientations in the software industry and provides evidence for the differences in learning and performance for software company groups classified on the basis of their mix of orientations.

This study connects the theoretical concepts of strategic orientation and information technology (IT)-based product innovation strategy to suggest that several key factors can help small firms to develop IT-based product innovation strategies.

With data from 245 useable questionnaires (response rate 25.18%) from UK-based small firms in the high-tech industry, the research model was tested and validated.

Findings show that information technology support for core competencies mediates the relationship between strategic orientation and IT-enabled product innovation (ITEPI). Specifically, by distinguishing the different types of strategic orientation and information technology support for core competencies, the study finds that IT support for market access competency (ITMA) mediates the market orientation–ITEPI relationship, while IT support for functionality-related competency (ITFR) mediates the technology orientation–ITEPI relationship. Academic implications arising from the findings are discussed and managerial propositions provided.

This study offers a fresh theoretical angle from which to understand the factors that contribute to ITEPI. More specifically, we argue that strategic orientation reflects managers' focus to pursue certain activities, and that ITEPI serves as organizational activity. Further, this study also extends relevant research in the field of strategy, IT and innovation. It provides a more nuanced picture of how strategic orientation affects ITEPI.

The purpose of this paper is to explore the relationship between three variables of strategic orientation (market orientation, technology orientation entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

This study employed a quantitative research design where 252 questionnaires were collected form respondents operating in various pharmaceutical companies in Jordan to obtain necessary data to test the hypotheses developed for the study. Multiple regressions were used to analyze the research data.

The results of the analysis revealed that strategic orientations were positively and significantly related to organizational performance. The findings also showed that market orientation contributed the most to the enhancement of organizational development followed by technology orientation and finally entrepreneurship orientation.

These findings contribute to the understanding of the importance of employing multiple strategic orientations in order to enhance organizational performance, particularly in pharmaceutical companies

This is the first study which adequately covers the relationship between three variables of strategic orientation (market orientation, technology orientation, entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

The purpose of this paper is to contrast three management orientations relevant for exporters: export, technology and customer orientations. The general hypothesis is that all orientations covariate positively with export performance. However, an alternative hypothesis regarding customer relations is propounded (negative impact on performance).

Regression‐based techniques are used.

The results support the hypotheses that export performance increases with export commitment. Technology orientation correlates positively with export performance. On the other hand, the much venerated customer orientation shows negative correlation with export performance.

This paper argues that customer orientation may turn into what might be called customer obsession, without due attention to cost consequences and strategic orientation. Also, too much customer orientation may lead the firm away from its ability to innovate, leaving the company behind its competitors in the longer term. The interaction between customer and technology orientation gave no effect.