Strategic orientation and organizational forms: an integrative framework
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.
Keywords
Acknowledgements
The author would like to thank Editor, Professor Göran Svensson and anonymous reviewer for their insightful comments.
Citation
Chandra Balodi, K. (2014), "Strategic orientation and organizational forms: an integrative framework", European Business Review, Vol. 26 No. 2, pp. 188-203. https://doi.org/10.1108/EBR-08-2013-0106
Publisher
:Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited