Share a link:
https://casecent.re/p/158952
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
Building on the environment-strategy-performance theoretical framework and the configuration theory, the present study develops and tests a model in which the environmental market conditions of competitive intensity and market turbulence impact firm performance through their impact on strategic focus and market orientation of service sector companies. The findings of the study indicate that external environmental factors (ie, market turbulence and competitive intensity) impact the strategic focus (ie, defender versus prospector) of the service companies. The results of the study provide empirical support for the positive relationship between prospector focus and customer orientation. It is also found that customer orientation and inter-functional coordination enhance the performance of service sector companies.
About
Abstract
Building on the environment-strategy-performance theoretical framework and the configuration theory, the present study develops and tests a model in which the environmental market conditions of competitive intensity and market turbulence impact firm performance through their impact on strategic focus and market orientation of service sector companies. The findings of the study indicate that external environmental factors (ie, market turbulence and competitive intensity) impact the strategic focus (ie, defender versus prospector) of the service companies. The results of the study provide empirical support for the positive relationship between prospector focus and customer orientation. It is also found that customer orientation and inter-functional coordination enhance the performance of service sector companies.