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A Conceptual Model For The Strategic Orientation Of Small Firms

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  • HEATHER FULFORD

    (Centre for Entrepreneurship, Aberdeen Business School, The Robert Gordon University, Scotland, UK)

  • ALEX RIZZO

    (Centre for Entrepreneurship, Aberdeen Business School, The Robert Gordon University, Scotland, UK)

Abstract

The study of patterns of small firm strategic behavior, or strategic orientation, is gradually gaining prominence in the literature. Strategic behavior is a consequence of various antecedents, such as the prevalent management philosophy and environmental dynamism. It, in turn, determines the particular engineering stance adopted, structures and processes deployed, and ultimately, organizational performance.The purpose of this paper is to critique, enhance and extend a model proposed by Aloulou and Fayolle (2005) that is focused particularly on the entrepreneurial orientation of small firms. A model is proposed for small firm strategic orientation that is based on a configurational approach, and applies the concepts of the adaptive cycle and the firm's lifecycle. The rationale for, and the various dimensions of the proposed model are described, and recommendations made for future research on small firm strategic behavior.

Suggested Citation

  • Heather Fulford & Alex Rizzo, 2009. "A Conceptual Model For The Strategic Orientation Of Small Firms," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 17(01), pages 25-54.
    • Handle: RePEc:wsi:jecxxx:v:17:y:2009:i:01:n:s0218495809000254
    DOI: 10.1142/S0218495809000254
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    References listed on IDEAS

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    1. Christian At & Pierre-Henri Morand, 2003. "The sale of small firms: a multidimensional analysis," Economic Theory, Springer;Society for the Advancement of Economic Theory (SAET), vol. 22(4), pages 927-933, November.
    2. John R. Baldwin & Guy Gellatly, 2003. "Innovation Strategies and Performance in Small Firms," Books, Edward Elgar Publishing, number 3062.
    3. Christian At & Pierre-Henri Morand, 2003. "The sale of small firms: a multidimensional analysis," Post-Print hal-01313444, HAL.
    4. Christian At & Pierre-Henri Morand, 2003. "The sale of small firms: a multidimensional analysis," Post-Print hal-01313420, HAL.
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    Cited by:

    1. Zhenia Tahmasebinia & Aliakbar Jokar & Amir Mohebi & Sogand Fardmehregan & Mehdi Beigi & Foozhan Tahmasebinia, 2022. "A Study on the Impact of Market and Strategic Orientations on Business Performance by Emphasizing the Role of Innovation as a Mediator," Business Management and Strategy, Macrothink Institute, vol. 13(2), pages 67-84, December.
    2. Dev K. Dutta & Vishal K. Gupta & Xiujian Chen, 2016. "A Tale of Three Strategic Orientations: A Moderated-Mediation Framework of the Impact of Entrepreneurial Orientation, Market Orientation, and Learning Orientation on Firm Performance," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 24(03), pages 313-348, September.
    3. Krzakiewicz Kazimierz & Cyfert Szymon, 2019. "Strategic orientations of the organization - entrepreneurial, market and organizational learning," Management, Sciendo, vol. 23(1), pages 7-19, June.
    4. Ghasemi, Behzad & Khalijian, Sadaf & Daim, Tugrul U. & Mohammadipirlar, Ebrahim, 2021. "Knowledge management performance measurement based on World-Class Competitive Advantages to develop strategic-oriented projects: Case of Iranian oil industry," Technology in Society, Elsevier, vol. 67(C).

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