Strategic Orientations: Developing an Integrative Model of Pioneering, Entrepreneurial, and Stakeholder Orientations

Abstract

Strategic orientations have attracted scholars’ attention across disciplines and the pros and cons of such orientations have been studied extensively. However, previous literature largely ignored possible interrelationships between these orientations. In sum, most studies have not examined potential synergetic effects of multiple orientations. Against this background, we develop an integrative model, which proposes relationships between antecedents and performance consequences of pioneering, entrepreneurial, and stakeholder orientations.