Does the adoption of customer and competitor orientations make small hospitality businesses more entrepreneurial? Evidence from Kazakhstan

Abstract

Purpose

This paper aims to investigate the influence of customer and competitor orientations on the entrepreneurial orientation of small hospitality enterprises in Kazakhstan.

Design/methodology/approach

The research uses quantitative data collected through a self-administered questionnaire from 318 entrepreneurs who participated in the survey.

Findings

The findings of the study demonstrated that there is a positive relationship between customer and competitor orientations and the entrepreneurial orientation of small hospitality businesses in Kazakhstan.

Research limitations/implications

Future studies should also consider additional contingencies such as organizational learning capability and environmental dynamism. In addition, it is recommended that future studies look into the effect of customer and market orientations on small- and medium-sized enterprises (SME) performance.

Practical implications

The findings of the study showed that hospitality in small businesses needs to embrace a new way of thinking and adopt a more strategic approach to their entrepreneurial activities through proactively responding to constantly changing customer needs and competitors’ moves.

Originality/value

This study offers insights into the relationship between strategy and entrepreneurship in the context of small hospitality businesses. In particular, it develops an understanding about the factors that stimulate small hospitality businesses’ entrepreneurial orientations in a dynamic and competitive environment marked by the growing pressure of continuously changing consumer habits and direct competition both from SME counterparts and large enterprises.

Citation

Seilov, G.A. (2015), "Does the adoption of customer and competitor orientations make small hospitality businesses more entrepreneurial? Evidence from Kazakhstan", International Journal of Contemporary Hospitality Management, Vol. 27 No. 1, pp. 71-86. https://doi.org/10.1108/IJCHM-12-2013-0547