Comparing the moderated impact of entrepreneurial orientation, market orientation, and entrepreneurial marketing on firm performance

ABSTRACT

This study examines the relative efficacy of entrepreneurial orientation (EO), market orientation (MO), and entrepreneurial marketing (EM) as moderated by various environmental and organizational factors including firm size. Using structural equation modeling and representative cross-sectional data of small, mid-sized, and large firms from the United States, the research finds that EO outperforms EM and MO in conditions of low competitive intensity, low market growth, and high supplier power. EO is also most viable for small firms, and those with smaller and less diverse networks. In contrast, MO performs best for large firms, and firms with diverse and strong networks, operating in high growth, low turbulence markets, and when supplier power is low. Finally, EM excels under conditions of high market turbulence, competitive intensity, and supplier power, for mid-sized firms, and firms with low network strength.

KEYWORDS:

• Entrepreneurial orientation
• market orientation
• entrepreneurial marketing
• firm performance
• environmental factors
• sustainable growth

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

¹ Based on the path model standardized estimates (standardized parameters).