Strategic orientations of the organization - entrepreneurial, market and organizational learning

Krzakiewicz, Kazimierz; Cyfert, Szymon

doi:10.2478/manment-2019-0001

Artykuł - szczegóły

Tytuł artykułu

Strategic orientations of the organization - entrepreneurial, market and organizational learning

Autorzy

Krzakiewicz Kazimierz , Cyfert Szymon

Treść / Zawartość

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Identyfikatory

DOI

10.2478/manment-2019-0001

Warianty tytułu

Strategiczna orientacja organizacji

Języki publikacji

Abstrakty

The underlying assumption of this study is that it is possible to define some principles of strategic management. These principles, called strategic orientations, influence and direct the activities of an organisation and are intended to ensure its viability and superior performance. So far, studies into strategic orientations that set out to explain different levels of organisational performance prove that each type of strategic orientation can have a positive impact on business performance. The purpose of this study is to discuss the key aspects of the three strategic orientations - entrepreneurial, market and organizational learning, outlining the relationship between them and the consequences of their choice on the development of the organization. In addressing entrepreneurial, market and learning orientations, the study has described some of the relationships between orientations and their effect on organisational performance. This has allowed us to identify areas of future studies on strategic orientations – that is to say, their integration, the effect of their configurations on organisational performance in different environments, and internal factors underlying strategic orientations.

U podstaw opracowania leży założenie o możliwości zdefiniowania zasad strategicznego zarządzania, wpływających na zachowania organizacji i skoncentrowanych na realizację celów oraz na zapewnienie wysokiego poziomu sprawności funkcjonowania określanych mianem strategicznych orientacji. Dotychczasowe badania nad strategicznymi orientacjami, pozwalające na wyjaśnianie odmiennych poziomów rezultatów osiąganych przez organizacje, udowadniają, że każdy z rodzajów strategicznych orientacji może wywierać korzystny wpływ na osiągane przez organizacje rezultaty działalności biznesowej. Celem opracowania jest przeprowadzenie dyskusji nad kluczowymi aspektami trzech orientacji strategicznych, tj.: przedsiębiorczej, rynkowej i organizacyjnego uczenia się, zarysowanie relacji pomiędzy nimi i konsekwencji ich wyboru na rozwój organizacji. W opracowaniu odnosząc się do orientacji przedsiębiorczej, orientacji rynkowej orientacji i orientacji na organizacyjne uczenie się wskazano na relacje między poszczególnymi orientacjami i ich wpływ na rezultaty organizacji. Pozwoliło to na identyfikację obszarów, w których powinny być realizowane przyszłe badań nad strategicznymi orientacjami – integrację orientacji, wpływ konfiguracji strategicznych orientacji na efektywność organizacji w różnych warunkach otoczenia, wewnętrzne uwarunkowania strategicznych orientacji.

Słowa kluczowe

strategic management strategic orientation entrepreneurial orientation market orientation organisational learning

zarządzanie strategiczne orientacja strategiczna orientacja na przedsiębiorczość orientacja rynkowa uczenie się organizacji

Wydawca

University of Zielona Góra, Faculty of Economics and Management

Czasopismo

Management

Rocznik

2019

Tom

Vol. 23, no. 1

Strony

7--19

Opis fizyczny

Bibliogr. 35 poz., tab.

Twórcy

autor

Krzakiewicz Kazimierz

Poznań University of Economics and Business, Poland

autor

Cyfert Szymon

Poznań University of Economics and Business, Poland

Bibliografia

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18. Kropp, F., Lindsay, N. J., Shoham, A. (2006). Entrepreneurial, Market and Learning Orientations and International Entrepreneurial. International Marketing Review, No. 23 (5), pp. 504 – 523.
19. Laukkanen, T., Nagy, G., Hirvonen, S., Reijonen, H., Pasanen, M. (2013). The Effect of Strategic Orientations on Business Performance in SMEs. A Multigroup Analysis Comparing Hungary and Finland. International Marketing Review, No. 30 (6), pp. 510 – 535.
20. Lonial, S.C., Carter, R.E. (2015). The Impact of Organizational Orientations on Medium and Small Firm Performance: A Resource – Based Perspective. Journal of Small Business Management, No. 53 (1), pp. 94-113.
21. Lumpkin, G. T., Dess G.G. (2006). Clarifying the Entrepreneurial Orientation Construct and Linking It to Performance. Academy of Management Review, No. 21 (1), pp. 135-172.
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26. Rauch, A., Wiklund, J., Lumpkin, G. T., Fress, M. (2009). Entrepreneurial Orientation and Business Performance: An Assessment of Past Research and Suggestions for the Future, Entrepreneurship: Theory and Practice, No. 33, pp. 761-787.
27. Real, J. C., Roldan, J. L., Leal, A. (2014). From Entrepreneurial Orientation and Learning Orientation to Business Performance: Analyzing The Mediating Role of Organizational Learning and the Moderating Effects of Organizational Size. British Journal of Management, No. 25 (2), pp. 186-208.
28. Rodriguez, G. P., Fuentes, F.M.M., Rodriguez, A. L. (2014). Strategic Capabilities and Performance in Women – Owned Businesses in Mexico. Journal of Small Business Management, No. 52 (3), pp. 541-554.
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31. Sincula, J., Baker, W. Noordewier, T.A. (2007). A Framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior. Journal of the Academy of Marketing Science, No. 25 (4), pp. 305-318.
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34. Wang, C. L. (2008). Entrepreneurial Orientation, Learning Orientation and Firm Performance. Entrepreneurship: Theory & Practice, No. 32 (4), pp. 635-657.
35. Zortea-Johnston, E., Darroch, J., Matear, S. (2012). Business Orientations and Innovation in Small and Medium Sized Enterprises. International Entrepreneurship and Management Journal, No. 8 (2), pp.145-164.

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).

Typ dokumentu

Bibliografia

Identyfikator YADDA

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