The relationship between strategic orientations and firm performance and the role of innovation: a meta-analytic assessment of theoretical models

Purpose

The purpose of this paper is to assess the validity and utility of two theoretical approaches to understanding the relationship between strategic orientations, innovation and firm performance and to examine the role of innovation in the relationship while avoiding circular arguments. The universalistic approach suggests that strategic orientations have independent and parallel effects on firms’ performance, and that innovation does not influence this relationship. The holistic approach proposes that strategic orientations in a complementary and interrelated view have both direct and indirect effects on firms’ performance through innovation.

Design/methodology/approach

A meta-analytic path analysis applying two-stage structural equation modeling (TSSEM) was conducted on data from 132 primary studies and 33,063 observations.

Findings

The holistic approach was demonstrated to be superior due to its more explanatory power in linking more complex relationships through simultaneous direct and indirect effects and its capacity for including the interrelatedness and complementarity of strategic orientations. It was found that innovation has a full mediating role in the relationship between entrepreneurial orientation (EO) and firm performance, and a partial mediating role in the relationship between market orientation (MO) and learning orientation (LO) and firm performance.

Research limitations/implications

The study used observed variables instead of latent variables for meta-analytic path analysis, which may reduce some sources of endogeneity. However, causal inference is not possible due to the nature of meta-analysis. The scope of the final sample was limited by some studies not reporting the estimates of correlations between constructs.

Practical implications

Managers can improve an organization's chances of success in the marketplace by adopting a holistic view of strategic orientations focusing on customer satisfaction, learning from the external environment and pursuing new market opportunities. Furthermore, an organization can gain a competitive advantage through innovation by creating products and services that are different from what is currently available in the market. To be successful, an organization must not only create innovative products and services but also market them effectively to consumers.

Originality/value

This study is the first to meta-analytically assess the explanatory value of two theorized models linking strategic orientations, innovation and firm performance. It also clarifies the role of innovation in the relationship between strategic orientations and firm performance.