PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Learning orientation, firm performance and market dynamism among MSMEs: an empirical study

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the paper is to identify learning orientation of micro-, small- and medium-sized enterprises (MSMEs) in technology parks (TPs) in Poland, and their performance which they gain in the context of the dynamism of the markets operated by them. Design/methodology/approach: This empirical study focuses on the quantitative analysis of data collected from MSMEs operating in technology parks in Poland. The study sample was composed of 182 enterprises. The two methods used for performing quantitative empirical research are: CAWI and PAPI. The conceptual framework for this research was a theory of dynamic capabilities. Findings: This study’s findings show that learning orientation is undoubtedly surveyed a MSMEs characteristic. This suggests that learning orientation is a universal phenomenon as it has features of different sizes of enterprises. Secondly, it was empirically proven that the way MSMEs were functioning in the market was neither radical nor conservative. These enterprises were rational to seek out and replace obsolete mental models. At the same time, most of them were operating in stable or moderately dynamic markets rather than in turbulent and uncertain environments. The other ones were operating in environments with slightly higher or lower volatility and uncertainty. Lastly, it was shown that the firm performance level is related to the number of employees. These findings are an argument for treating the number of employees as a non-financial measure of organisation’s development. Research implications: Replications and extensions of the current study should be directed to investigate the indirect effect of learning orientation on firm performance via moderating variable (i.e. market dynamism). At the same time, the size of enterprises may be taken into account as a control variable, for example, in the analysis of the relationship between learning orientation and firm performance. Originality/value: The research shows that LO is not a dichotomous resource.
Rocznik
Tom
Strony
693--708
Opis fizyczny
Bibliogr. 42 poz.
Twórcy
  • Jan Kochanowski University of Kielce, Department of Management
  • Jan Kochanowski University of Kielce, Department of Management
  • Cracow University of Economics, Department of Organizational Behavior
Bibliografia
  • 1. Ahmed, A., Bhatti, S.H., Gölgeci, I., Arslan, A. (2022). Digital platform capability and organizational agility of emerging market manufacturing SMEs: The mediating role of intellectual capital and the moderating role of environmental dynamism. Technological Forecasting & Social Change, 177, 121513.
  • 2. Alerasoul, S.A., Afeltra, G., Hakala, H., Eliana Minelli, E., Strozzi, F. (2022). Organisational learning, learning organisation, and learning orientation: An integrative review and framework. Human Resource Management Review, 32, 100854.
  • 3. Art. 7 of the Act of 6 March 2018 - Entrepreneurs’ Law, Journal of Laws of 2019, item 1292.
  • 4. Baker, W.E., Mukherjee, D., Perin, M.G. (2022). Learning orientation and competitive advantage: A critical synthesis and future directions. Journal of Business Research, 144, 863-873.
  • 5. Baker, W.E., Sinkula, J.M. (1999a). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27(4), 411-427.
  • 6. Baker, W.E., Sinkula, J.M. (1999b). Learning orientation, market orientation, and innovation: integrating and extending models of organizational performance. Journal of Market- Focused Management, 4(4), 295-308.
  • 7. Bednarczyk, M., Najda-Janoszka M., Kopera, S. (2019). E-Przedsiębiorczość. Zasady i praktyka. Kraków: Wydawnictwo Uniwersytetu Jagiellońskiego, 217-218.
  • 8. Buccieri, D., Park, J. (2022). Entrepreneurial marketing and reconfiguration towards post-entry performance: Moderating effects of market dynamism and entry mode. Journal of Business Research, 148, 89-100.
  • 9. Calantone, R.J., Cavusgil, S.T., Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515-524.
  • 10. Deutscher, F., Zapkau, F.B., Schwens, C., Baum, M., Kabst, R. (2016). Strategic orientations and performance: A configurational perspective. Journal of Business Research, 69(2), 849-861.
  • 11. Dubey, R., Gunasekaran, A., Childe, S.J., Bryde, D.J., Giannakis, M., Foropon, C., Roubaud, D., Hazen, B.T. (2020). Big data analytics and artificial intelligence pathway to operational performance under the effects of entrepreneurial orientation and environmental dynamism: a study of manufacturing organisations. International Journal of Production Economics, 226, 107599.
  • 12. Eisenhardt, K.M., Martin, J.A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105-1121.
  • 13. Farrell, M.A., Oczkowski, E. (2002). Are market orientation and learning orientation necessary for superior organizational performance? Journal of Market-Focused Management, 5(3), 197-217.
  • 14. Gnizy, I., Baker, W.B., Grinstein, A. (2014). Proactive learning culture. A dynamic capability and key success factor for SMEs entering foreign markets. International Marketing Review, 31(5), 477-505.
  • 15. Helfat ,C.E., Winter S.G. (2011). Untangling dynamic and operational capabilities: strategy for the (n) ever-changing world. Strategic Management Journal, 32(11), 1243–1250.
  • 16. Hernández-Linares, R., Kellermanns, F.W., López-Fernández, M.C. (2018). A note on the relationships between learning, market, and entrepreneurial T orientations in family and nonfamily firms. Journal of Family Business Strategy, 9, 192-204.
  • 17. Hyder, A.S., Sundström, A., Chowdhury, E.H. (2022). Knowledge of Network-Based Market Orientation for the Internationalization of Disruptive Innovation in SMEs. Central European Management Journal, 30(3), 36-60.
  • 18. Keh, H.T., Nguyen, T.T.M., Ng, H.P. (2007). The effects of entrepreneurial orientation and marketing information on the performance of SMEs. Journal of Business Venturing, 22(4), 592-611.
  • 19. Khan, K.U., Xuehe, Z., Atlas, F., Khan, F. (2019). The impact of dominant logic and competitive intensity on SMEs performance: A case from China, Empirical paper. Journal of Innovation & Knowledge, 4, 1-11.
  • 20. Kropp, F., Lindsay, N.J., Shoham, A. (2006). Entrepreneurial, market, and learning orientations and international entrepreneurial - Business venture performance in South African firms. International Marketing Review, 23(5), 504-523.
  • 21. Lam, S,-Y., Lee, V,-H., Keng-Boon Ooi, K.,-B., Lin, B. (2011). The relationship between TQM, learning orientation and market performance in service organisations: an empirical analysis. Total Quality Management & Business Excellence, 22(12), 1277-1297.
  • 22. 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, 30(6), 510-535.
  • 23. Li, D., Liu, J. (2014). Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China. Journal of Business Research, 67, 2793-2799.
  • 24. Lin, C-H., Peng, C-H., Kao, D.T. (2008). The innovativeness effect of market orientation and learning orientation on business performance. International Journal of Manpower, 29(8), 752-772.
  • 25. Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: the nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35, 179-203.
  • 26. Sheng, M.L., Chien, I. (2016). Rethinking organizational learning orientation on radical and incremental innovation in high-tech firms. Journal of Business Research, 69, 2302-2308.
  • 27. Sinkula, J.M., Baker, W.E. Noordewier, T.A. (1997). A framework for market-based organizational learning: linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25(4), 305-318.
  • 28. Skoczylas, W., Niemiec, A. (2016). Leksykon mierników dokonań. Warszawa: CeDeWu, 235-237.
  • 29. Slater, S.F., Narver, J.C. (1995). Market orientation and the learning organization. Journal of Marketing, 59(3), 63-74.
  • 30. Teece, D.J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.
  • 31. Verona, G. (1999). A resource-based view of product development. Academy of Management Review, 24(1), 132-42.
  • 32. Wahyono, Dr., Hutahayan, B. (2021). The relationships between market orientation, learning orientation, financial literacy, on the knowledge competence, innovation, and performance of small and medium textile industries in Java and Bali. Asia Pacific Management Review, 26, 39-46.
  • 33. Wales, W., Beliaeva, T., Shirokova, G., Stettler, T.R., Gupta, V.K. (2020). Orienting toward sales growth? Decomposing the variance attributed to three fundamental organizational strategic orientations. Journal of Business Research, 109, 498-510.
  • 34. Wang, C.L. (2008). Entrepreneurial orientation, learning orientation, and firm performance. Entrepreneurship Theory and Practice, 32(4), 635-657.
  • 35. Wang, C.L., Senaratne, Ch., Rafiq, M. (2015). Success traps, dynamic capabilities and firm performance. British Journal of Management, 26(1), 26-44.
  • 36. Wilhelm, H., Schlömer, M., Maurer, I. (2015). How dynamic capabilities affect the effectiveness and efficiency of operating routines under high and low levels of environmental dynamism. British Journal of Management, 26, 327-345.
  • 37. Wójcik-Karpacz, A. (2017). Zdolności dynamiczne versus zdolności operacyjne [Dynamic capabilities versus operational capabilities]. Organizacja i Kierowanie. Organization and Management, 1(175), 51-70.
  • 38. Wójcik-Karpacz, A. (2018). Zdolności dynamiczne w turbulentnym otoczeniu [Dynamic capabilities in turbulent environment]. Organizacja i Kierowanie. Organization and Management, 4(138), 51-69.
  • 39. Wójcik-Karpacz, A. (2019). Zdolności organizacyjne w kontekście wyników przedsiębiorstwa. Aspekty teoretyczne i wyniki badań empirycznych. PWN.
  • 40. Wójcik-Karpacz, A., Karpacz, J., Rudawska, J. (2021). Impact of market orientation on the performance of MSMEs operating in technology parks: the role of market dynamism. Journal of Entrepreneurship, Management and Innovation, 17, 2, 29-52.
  • 41. Wolniak, R. (2022). Problems of covid-19 influence on small and medium enterprises activities – organizing function. Silesian University of Technology Scientific Papers. Organization and Management Series, 167, 599-608.
  • 42. Zakrzewski, R., Skowrońska, A. (2019). Raport o stanie sektora małych i średnich przedsiębiorstw w Polsce. Warszawa: Polska Agencja Rozwoju Przedsiębiorczości, 73-74.
Uwagi
PL
Opracowanie rekordu ze środków MNiSW, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2024).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-34e3008c-351d-42f4-8d22-d02fd782bd6e
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.