Strategic Orientations and Performance: A Configurational Perspective

Abstract

Strategic orientations attracted considerable research attention from management, marketing, and entrepreneurship scholars. However, the majority of studies focused on a particular orientation and the relationship between strategic orientations attracted limited research attention. The present paper takes a configurational perspective and investigates the joint effect (three-way-interaction) of EO, MO, and LO to explain the performance of high-technology firms. The results of our study indicate that a firm’s ability to align EO, MO, and LO to a unique configuration of firm capabilities enables the company to achieve superior competitive advantages enhancing firm performance.