Skip to main content
Log in

Market orientation as determinant of entrepreneurship: An empirical investigation on SMEs

  • Published:
The International Entrepreneurship and Management Journal Aims and scope Submit manuscript

Abstract

Entrepreneurial Orientation (EO) and Market Orientation (MO) are considered key factors in ensuring firm longevity in the new competitive landscape. Despite extensive research during the past decade, most of the studies use samples that exclude small and medium enterprises (SMEs), which represent the majority of economic activity worldwide. Some studies do investigate this relationship in small companies but place little importance on the subtle differences between SMEs and large companies when measuring MO. This study empirically investigates the relationship between MO and EO on a sample of 2500 Swedish SMEs. A new measure of MO that takes into consideration SMEs specific conditions has been developed and used. Findings suggest that MO is the main determinant of EO in SMEs.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • AMA board approves new marketing definition. (1985). Marketing News, 1(1), 1.

  • Andersen, O., & Kheam, L. S. (1998). Resource-based theory and international growth strategies: An exploratory study. International Business Review, 7, 163–184.

    Article  Google Scholar 

  • Atuahene-Gima, K., & Ko, A. (2001). An empirical investigation of the effect of market orientation and entrepreneurship orientation on product innovation. Organization Science, 12, 54–74.

    Article  Google Scholar 

  • Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27, 411–427.

    Google Scholar 

  • Barney, J. B. (1986). Strategic factors markets: Expectations, luck and business strategy. Management Science, 32, 1231–1241.

    Google Scholar 

  • Barret, H., Balloun, J. L., & Weinstein, A. (2000). Marketing mix factors as moderators of the corporate entrepreneurship—business performance relationship: A multistage, multivariate analysis. Journal of Marketing Theory and Practice, 8, 50–61.

    Google Scholar 

  • Barret, H., & Weinstein, A. (1998). The effect of market orientation and organizational flexibility on corporate entrepreneurship. Entrepreneurship Theory and Practice, 23(1), 57–71.

    Google Scholar 

  • Barringer, B., & Bluedorn, A. (1999). The relationship between corporate entrepreneurship and strategic management. Strategic Management Journal, 20, 421–444.

    Article  Google Scholar 

  • Becherer, R. C., & Maurer, J. G. (1997). The moderating effect of environmental variables on the entrepreneurial and marketing orientation of entrepreneur-led firms. Entrepreneurship Theory and Practice, 22(1), 47–58.

    Google Scholar 

  • Birley, S., & Weasthead, P. (1994). A comparison of new business established by novice and habitual founders in Great Britain. International Small Business Journal, 12(1), 38–60.

    Google Scholar 

  • Brockmann, E. N., & Simmonds, P. G. (1997). Strategic decision making: The influence of CEO experience and use of Tacit knowledge. Journal of Managerial Issues, 9, 454–468.

    Google Scholar 

  • Brown, T. (1996). Resource orientation, entrepreneurial orientation and growth : How the perception of resource availibility affects small firm growth. Newark, N.J.: The State University of New Jersey.

    Google Scholar 

  • Brown, T., Davidsson, P., & Wiklund, J (2001). An operationalization of Stevenson's conceptualization of entrepreneurship as opportunity based behavior. Strategic Management Journal, 22, 953–968.

    Article  Google Scholar 

  • Burgelman, R. A. (1983). Corporate entrepreneurship and strategic management: Insights from a process study. Management Science, 29, 1349–1364.

    Google Scholar 

  • Carrier, C. (1994). Intrapreneurship in large firms and SMEs: A comparative study. International Small Business Journal, 12(3), 54–61.

    Google Scholar 

  • Carson, D., Stanley, C., McGowan, P., & Hill, J. (1995). Marketing and entrepreneurship in SMEs: An innovative approach. London: Prentice Hall.

    Google Scholar 

  • Christensen, C. M. (1997). The innovator's dilemma. Boston: Harvard Business School Press.

    Google Scholar 

  • Christensen, C. M., & Bower, J. L. (1996). Customer power, strategic investment and the failure of leading firms. Strategic Management Journal, 17, 197–218.

    Article  Google Scholar 

  • Coviello, N. E., Brodie, R. J., & Munro, H. J. (2000). An investigation of marketing practice by firm size. Journal of Business Venturing, 15, 523–545.

    Article  Google Scholar 

  • Covin, J. G., & Slevin, D. P. (1989). The influence of organizational structure on the utility of an entrepreneurial top management style. Journal of Management Studies, 25, 217–234.

    Google Scholar 

  • Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environment. Strategic Management Journal, 1, 75–87.

    Google Scholar 

  • Covin, J. G., & Slevin, D. P. (1991). A conceptual model of entrepreneurship as firm behaviour. Entrepreneurship Theory and Practice, 16(1), 7–25.

    Google Scholar 

  • Cragg, P. B., & King, M. (1988, Winter). Organizational characteristics and small firms performance revisited. Entrepreneurship Theory and Practice, 49–64.

  • Davis, D., Morris, M., & Allen, J. (1991). Perceived environmental turbulence and its effect on selected entrepreneurship, marketing and organizational characteristic in industrial firms. Journal of the Academy of Marketing Science, 19, 43–51.

    Google Scholar 

  • Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52.

    Google Scholar 

  • Day, G. S., & Montgomery D. B. (1999). Charting new directions for marketing. Journal of Marketing, 63(2), 3–13.

    Google Scholar 

  • Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management Journal, 18, 677–695.

    Article  Google Scholar 

  • Drucker, P. F. (1985). The discipline of innovation. Harvard Business Review, 63(3), 67–72.

    Google Scholar 

  • Dutton, J. E., & Duncan, R. B. (1987). The influence of the strategic planning process on strategic change. Strategic Management Journal, 8, 279–295.

    Google Scholar 

  • Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.

    Article  Google Scholar 

  • Foxall, G. R. (1984). Corporate innovation: Marketing and strategy. Beckenham: Croom Helm.

    Google Scholar 

  • Galunic, D. C., & Rodan, S. (1998). Resource recombination in the firm: Knowledge structures and the potential for Schumpeterian innovation. Strategic Management Journal, 19, 1193–1201.

    Article  Google Scholar 

  • George, G., & Zahra, S. A. (2002). Being entrepreneurial and being market—driven: Exploring the interaction effect of entrepreneurial and market orientation on firm performance. In N. Bygrave, N. et al. (Eds.), Frontiers in Entrepreneurship Research, Babson College.

  • Grant, R. (1996). Toward a knowledge-based theory of firm. Strategic Management Journal, 17, 109–122.

    Google Scholar 

  • Gronroos, C. (1990). Relationship approach to the marketing function in service contexts: The marketing and organization behavior interface. Journal of Business Research, 20(1), 3–11.

    Article  Google Scholar 

  • Gustafsson, V. (2004). Entrepreneurial decision-making: Individuals, tasks and cognitions. Jönköping: Jönköping International Business School.

    Google Scholar 

  • Hills, G. E. (1987). Marketing and entrepreneurship research issues: Scholarly justification? Paper presented at the UIC Symposium on Marketing and Entrepreneurship, Chicago.

  • Fahy, J. (2002). A resource-based analysis of sustainable competitive advantage in a global environment. International Business Review, 11(1), 57–78.

    Article  Google Scholar 

  • Foss, N. J. (1997). Resources, firms, and strategies: A reader in the resource-based perspective. New York: Oxford University Press.

    Google Scholar 

  • Galbreath, J. (2005). Which resources matter the most to firm success? An Exploratory study of resource-based theory. Technovation, 25, 979–987.

    Google Scholar 

  • Hills, G. E., & LaForge, R. W. (1992). Research at the marketing interface to advance entrepreneurship theory. Entrepreneurship Theory and Practice, 16(3), 33–60.

    Google Scholar 

  • Hitt, M. A., & Reed, T. S. (2000). Entrepreneurship in the new competitive landscape. In G. D. Meyer and K. A. Heppard (Eds.), Entrepreneurship as strategy: Competing on the entrepreneurial edge. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Hult, G. T. M., & Ketchen, D. J. (2001). Does market orientation matter? A test of the relationship between positional advantage and performance. Strategic Management Journal, 22, 899–906.

    Article  Google Scholar 

  • Hunt, S. D. (2000). A general theory of competition. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Hunt, S. D. (2002). Foundations of marketing theory. New York: M.E. Sharpe.

    Google Scholar 

  • Hunt, S. D., & Morgan R. M. (1996). The resource-advantage theory of competition: Dynamics, path dependencies and evolutionary dimensions. Journal of Marketing, 60(4), 107–114.

    Google Scholar 

  • Jaworski, B. J., & Kohli A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53–70.

    Google Scholar 

  • Jennings, D., & Lumpkin, G. T. (1989). Insights between environmental scanning activities and porter's generic strategies: An empirical analysis. Journal of Management, 18, 791–804.

    Google Scholar 

  • Karmel, S. M., & Bryon, J. (2002). A comparison of small and medium enterprises in Europe and in the USA, London: Routledge.

    Google Scholar 

  • Kinnear, T. (1999). A perspective on how firms relate to their markets. Journal of Marketing, 63(2), 112–114.

    Google Scholar 

  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research proposition and managerial implications. Journal of Marketing, 54(4), 1–18.

    Google Scholar 

  • Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30, 467–477.

    Google Scholar 

  • Kreiser, P. M., Marino, L. D., & Weaver, M. K. (2002). Assessing the psychometric properties of the entrepreneurial orientation scale: A multi-country analysis. Entrepreneurship Theory and Practice, 26(4), 71–93.

    Google Scholar 

  • Kuratko, D. F. (2003). Entrepreneurship education: Emerging trends and challenges for the 21st century, Coleman Foundation White Paper Series for the USASBE.

  • Lee, S. M., & Peterson, S. J. (2000). “Culture, entrepreneurial orientation, and global competitiveness. Journal of World Business, 35, 401–416.

    Article  Google Scholar 

  • Lichtenstein, B. M. B., & Brush, C. G. (2001). How do resource bundles develop and change in new ventures? A dynamic model and longitudinal exploration. Entrepreneurship: Theory and Practice, 25(3), 37–59.

    Google Scholar 

  • Low, M. (2001). The adolescence of entrepreneurship research. Entrepreneurship Theory and Practice, 25(4), 17–26.

    Google Scholar 

  • Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21, 135–172.

    Google Scholar 

  • Lyon, D. W., Lumpkin, G. T., & Dess, G. G. (2000). Enhancing entrepreneurial orientation research: Operationalizing and measuring a key strategic decision making process. Journal of Management, 26, 1055.

    Article  Google Scholar 

  • Macrae, D. J. R. (1992). Characteristics of high and low growth small and medium sized businesses. Management Research News, 15(2), 11–17.

    Google Scholar 

  • Marino, L. D., Strandholm, K., Steensma, K. H., & Weaver, M. K. (2002). The moderating effect of national culture on the relationship between entrepreneurial orientation and strategic alliance portfolio extensiveness. Entrepreneurship Theory and Practice, 26(4), 145–160.

    Google Scholar 

  • Matsuno, K., Mentzer, J. T., & Oszomer, A. (2002). The effects of entrepreneurial proclivity and market orientation on business performance. Journal of Marketing, 66(3), 18–32.

    Article  Google Scholar 

  • Menon, A., & Varadarajan, P. R. (1992). A model of marketing knowledge use within firms. Journal of Marketing, 56, 53–71.

    Google Scholar 

  • Mezious, F. (1991). Areas of strength & weakness in the adoption of the marketing concept by small manufacturing firms. Journal of Small Business Management, 29(4), 72–78.

    Google Scholar 

  • Miles, M. P., & Arnold, D. R. (1991). The relationship between marketing orientation and entrepreneurial orientation. Entrepreneurship Theory and Practice, 15(4), 49–65.

    Google Scholar 

  • Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29, 770–791.

    Google Scholar 

  • Miller, D., & Friesen P. H. (1982). Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal, 3,1–25.

    Google Scholar 

  • Morris, M. H., & Kuratko, D. F. (2002), Corporate entrepreneurship. Fort Worth, Tex: Harcourt College Publishers.

    Google Scholar 

  • Morris, M. H., & Paul, G. W. (1987). The relationship between entrepreneurship and marketing in established firms. Journal of Business Venturing, 2, 247–259.

    Article  Google Scholar 

  • Morris, M. H., Schindehutte, M., & LaForge R. W. (2002). Entrepreneurial marketing: A construct for integrating emerging entrepreneurship and marketing perspectives. Journal of Marketing Theory and Practice, 10(4), 1–20.

    Google Scholar 

  • Narver, J. C., & Slater S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20–35.

    Google Scholar 

  • Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge, MA: Harvard University Press.

    Google Scholar 

  • Ruokolainen J. (2005). Gear-up your software start-up company by the first eferencecustomer–nomothetic research study in the Thai software industry. Technovation, 25, 135–44

    Article  Google Scholar 

  • Salvato, C. (2002). Antecedents of entrepreneurship in three types of family firms. Jönköping: Jönköping International Business School.

    Google Scholar 

  • Saly, W. (2001). Antecedents and consequences of entrepreneurship in large established firms. Rotterdam: Rotterdam Research Institute.

    Google Scholar 

  • Schollhammer, H., & Kuriloff, A. (1979). Entrepreneurship and small business management. Chicester: John Wiley.

    Google Scholar 

  • Schumpeter, J. A. (1934). The theory of economic development. Boston, Mass: Harvard University Press.

    Google Scholar 

  • Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities.Organization Science, 11, 448–469.

    Article  Google Scholar 

  • Shane, S. (2003). A general theory of entrepreneurship. Cheltenham: Edward Elgar.

    Google Scholar 

  • Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25, 217–226.

    Google Scholar 

  • Siu, W., & Kirby, D. A. (1998). Approaches to small firm marketing: A critique. European Journal of Marketing, 32(1–2), 40.

    Google Scholar 

  • Slater, S. F., & Narver, J. C. (2000). The positive effect of a market orientation on business profitability: A balanced replication. Journal of Business Research, 48, 69–73.

    Article  Google Scholar 

  • Stevenson, H. H., & Gumpert, D. E. (1985). The heart of entrepreneurship. Harvard Business Review, 63, 85–94.

    Google Scholar 

  • Stevenson, H. H., & Jarillo, J. C. (1990). A paradigm of entrepreneurship: Entrepreneurial management. Strategic Management Journal, 11, 17–27.

    Google Scholar 

  • Storey, D. J. (1994). Understanding the small business sector. London: Routledge.

    Google Scholar 

  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal 18, 509–533.

    Article  Google Scholar 

  • Verhees, F., & Meulenberg M. (2004). Market orientation, innovativeness, product innovation and performance in small firms. Journal of Small Business Management, 42, 134–154.

    Article  Google Scholar 

  • Vitale, R., Giglierano, J., & Miles, M. (2003). Entrepreneurial orientation, market orientation and performance in established and startup firms. Paper presented at the UIC Symposium on Marketing and Entrepreneurship, Chicago.

  • Weinrauch, J. D., Mann, O. K., Robinson, P., & Pharr, J. (1991). Dealing with limited financial resources: A marketing challenge for small business. Journal of Small Business Management, 29(4), 44–55.

    Google Scholar 

  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180.

    Google Scholar 

  • Wiklund, J. (1998). Small firm growth and performance – Entrepreneurship and beyond. Jönköping: Jönköping International Business School.

    Google Scholar 

  • Wiklund, J., & Shepherd, D. (2003). Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses.Strategic Management Journal, 24, 1307–1314.

    Article  Google Scholar 

  • Zahra, S. A. (1991). Predictors and financial outcomes of corporate entrepreneurship: An exploratory study. Journal of Business Venturing, 8, 319–340.

    Google Scholar 

  • Zahra, S. A. (1993). A conceptual model of entrepreneurship as firm behavior: A critique and extension. Entrepreneurship Theory and Practice, 17(4), 5–21.

    Google Scholar 

  • Zahra, S. A., & Covin J. (1995). Contextual influence on the corporate entrepreneurship-performance relationship: A longitudinal analysis. Journal of Business Venturing, 10, 43–58.

    Google Scholar 

  • Zahra, S. A., Jennings, D., & Kuratko, D. (1999). The antecedents and consequences of firm-level entrepreneurship: The state of the field. Entrepreneurship Theory and Practice, 24(2), 45–65.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Salvatore Sciascia.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Sciascia, S., Naldi, L. & Hunter, E. Market orientation as determinant of entrepreneurship: An empirical investigation on SMEs. Entrepreneurship Mgt. 2, 21–38 (2006). https://doi.org/10.1007/s11365-006-7087-6

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11365-006-7087-6

Keywords

Navigation