Strategic orientation and organizational forms: an integrative framework

Krishna Chandra Balodi

64 citations0/0 files storedEuropean Business Review

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Innovation and Knowledge Management Entrepreneurship Studies and Influences Business Strategies and Innovation

Abstract

Purpose – This paper aims to bring together strategic orientation (SO) and organizational forms literatures by proposing refined SO typologies based on various combinations of entrepreneurial orientation (EO) and market orientation (MO); and postulating typical organizational forms (configurations) for proposed SO types relative to each other in terms of parameters identified from organizational forms literature. Design/methodology/approach – This conceptual paper employs selective-intensive review of literature dealing with: both EO and MO to identify extant SO typologies, relevant strategic attributes, and relationships between EO, MO and strategic attributes; and organizational forms to identify parameters. Tabular frameworks are used to compare the proposed and extant SO types, posit strategic attributes for the proposed SO types, and compare ideal organizational profiles across SO types. Findings – EO and MO are related constructs that capture distinct aspects of business philosophy. Relationships of EO and MO with each strategic attributes are summarized. To explain differences across all attributes simultaneously, using combinations of EO and MO, five SO types – prospector, analyzer, proactive defender, reactive defender, and reactor – are proposed. Relative organizational profiles are specified for proposed SO types, using parameters strategy, structure, resources, and environment. Originality/value – This paper brings together sporadic attempts towards developing SO typology and explicitly integrates SO and organizational forms literatures. It offers ground work for developing testable propositions and tabular frameworks that may serve as heuristics into nature of firms' orientations and their performance implications.

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References

1991The fifth discipline, the art and practice of the learning organization 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1990The Effect of a Market Orientation on Business Profitability 1978Organizational Strategy, Structure, and Process 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1993Market Orientation: Antecedents and Consequences 1994The Capabilities of Market-Driven Organizations 1971Industrial Market Structure and Economic Performance.

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