战略导向与企业绩效之间的关系:环境慷慨是缺失的一环吗?

IF 3.8 Q2 MANAGEMENT
Gavriel Dahan, Aviv Shoham
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引用次数: 1

摘要

本研究的目的是检验战略导向对企业绩效的影响,并评估环境慷慨在战略导向与企业绩效之间的关系中所起的调节作用。设计/方法/方法本研究采用定量研究方法。数据通过结构化问卷收集,包括来自以色列不同行业的185名管理人员。本研究采用Smart PLS-SEM 3软件进行分析。基于企业的资源基础观(RBV),作者将部门特征(冲突和连通性)视为战略导向(客户和竞争对手)的前提。这些,反过来,影响公司绩效,这里定义为两个方面:行为(团队精神和承诺)和底线绩效。分析结果表明,顾客导向和竞争对手导向影响底线绩效。然而,只有客户导向影响团队精神和员工承诺。最后,环境慷慨对竞争对手取向和行为结果(团队精神和承诺)之间的关系具有有限的调节作用。原创性/价值本研究定义了公司战略导向作为获得竞争优势的关键能力的重要性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The relationship between strategic orientations and firm performance: is environmental munificence the missing link?
PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.
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来源期刊
CiteScore
6.30
自引率
9.70%
发文量
28
期刊介绍: The Journal of Strategy and Management is an international journal dedicated to: -improving the existing knowledge and understanding of strategy development and implementation globally in private and public organizations -encouraging new thinking and innovative approaches to the study of strategy -offering executives strategic insights based on outcomes of original scholarly research; and -establishing effective communication between researchers and executives managing public and private organizations.
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