A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance

Article Abstract:

The purpose of this article is to determine market orientation's relative impact on small-business performance, compared to other influences, in an integrated model using longitudinal data. Contrary to expectations based on the management literature, the results indicate weak causal relationships between market environment, small-firm structure, and small-firm strategy. The results further indicate weak influences of these variables, but strong and consistent influences of market orientation, on various measures of small-firm performance. Contrary to expectations based on business policy literature, relative product quality and new product success were not significant influence of market orientation on these variables. In addition, although increases in growth/share had a significant short-term influence on increases in profitability, high levels of previous year's firm growth/share had a negative influence on current profitability. The previous year's level of firm coordinating systems and market competitive intensity has a significant impact on the level of small-firm market orientation. (Reprinted by permission of the publisher.)

Analysis, Small business, Strategic planning (Business)

---

Corporate culture, environmental adaptation, and innovation adoption: a qualitative/quantitative approach

Article Abstract:

Deshpande and Webster have identified the linkage between corporate culture and innovation adoption as an important industrial marketing topic. In the present study, this relationship is examined by both qualitative and quantitative research methods. The linear regression model, which depicts the corporate culture of adaptive companies attempting to survive in a competitive international environment, demonstrates that corporate culture is predictive of technology adoption. Qualitative data collected through in-depth interviews supplement quantitative results. The divergent cultures and survival modes for innovative and noninnovative companies are presented. Theoretical and methodological implications for marketing research are discussed, and management implications for industrial marketers are presented. Benefits of juxtaposing qualitative/quantitative methods are illustrated. (Reprinted by permission of the publisher.)

Business, Innovations, Organizational effectiveness

---

The influence of complementarity, compatibility, and relationship capital on alliance performance

Article Abstract:

It is hypothesized that the success of business alliances is largely dependant on the level of complementarity and compatibility that two organizations share. A study of alliances in the global construction industry shows that organizational success is a function of the characteristics of the partners.

United States, Joint-Venture Management, Statistical Data Included, Construction industry, Management, Joint ventures, Strategic alliances (Business)

Similar abstracts:

• Abstracts: A revolution in securities markets' structures? The development of securities markets in transition economies: policy issues and country experience
• Abstracts: Investment opportunities and market reaction to capital expenditure decisions. An empirical analysis of incremental capital structure decisions under managerial entrenchment
• Abstracts: The performance impact of strategy-manager coalignment: an empirical examination. Organizational ownership, competitive intensity, and firm performance: an empirical study of the Indian manufacturing sector

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.