Special issue on international firms’ strategic orientation in foreign markets
Special issue call for papers from European Business Review
Anders Pehrsson and Rosalina Torres, Linnaeus University, Sweden.
Following the seminal works of, for example, Kohli and Jaworski (1990), Narver and Slater (1990), and Miller (1983) an extensive body of knowledge has been built regarding direct relationships between the strategic orientations of entrepreneurial orientation/market orientation (EO/MO) and firm performance. However, there is still a need for knowledge on the importance of international firms’ EO and MO in foreign markets. For example, the literature review presented by Pehrsson (2016) shows that just a few studies capture direct relationships and moderations regarding foreign units. Extended knowledge is crucial as EO represents a way to achieve high performance by driving and building a foreign market, while MO manifests adaptation and a market-driven behavior. Thus, EO and MO are complementary strategic orientations. These are examples of questions that need answers:
• Are existing components of EO and MO really relevant in trying to explain performance on the foreign unit level? There is a need to develop new components that are consistent with the foreign unit’s role, particularly regarding the value-adding mandate. Analyses of EO commonly involve the components of innovativeness, risk-taking and pro-activeness (Miller, 1983). MO analyses often concern market intelligence generation and dissemination, and responsiveness (Kohli and Jaworski, 1990), or customer orientation, competitor orientation and inter-functional coordination (Narver and Slater, 1990). However, these components were initially developed for firms as a whole, while the relevance of EO and MO to a foreign unit would be due to its role in the corporate value-adding framework. For example, a foreign subsidiary with an extensive value-adding mandate may be heavily involved in all EO activities. On the contrary, a sales subsidiary may focus on responsiveness to get access to customers.
• How do general environmental dynamics impact relationships between MO and performance of foreign units? A few studies (e.g., Dimitratos et al., 2004; Sundqvist et al., 2012) explore the impact of general environmental variability on the EO relationship, but no study seems to capture dynamic moderations regarding the MO relationship. Such knowledge would be decisive since most foreign units operate in markets that are subject to dynamic changes.
• How do competitive dynamics impact relationships between EO/MO and performance of foreign units? There is a need for extended knowledge of the indirect impact of competitive dynamics. This applies to both the EO and the MO relationship with performance. The main reason is that changing behaviors of competitors tend to influence the effectiveness of firm’s strategies not least in foreign markets. The foreign unit may handle such changes in a proactive entrepreneurial way or in a responsive market-oriented way.
• When is a combination of EO and MO appropriate for a foreign unit and how should it be carried out? This question is relevant for reasons that are both internal and external to the firm. Internally, the question addresses the roles of a foreign unit’s innovation and responsiveness actions in a firm’s corporate strategy. Externally, both EO and MO rest on market knowledge for the identification and exploitation of opportunities in competitive markets. Thus, individual components of EO and MO may be stressed to various degrees depending on the dynamics of the foreign unit’s market.
Submission deadline: June 1, 2018
Submissions to this journal are through the ScholarOne submission system here: https://mc.manuscriptcentral.com/ebrev
Please visit the author guidelines for the journal at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ebr which gives full details.
Please ensure you select this special issue from the relevant drop down menu on page four of the submission process.
Papers will be double-blind peer reviewed.
The format for submissions to the European Business Review can be found at: www.emeraldinsight.com/ebr.htm
If you have any questions, please contact the Guest Editors.
Dimitratos, P., Lioukas, S. and Carter, S. (2004), “The relationship between entrepreneurship and
international performance: the importance of domestic environment”, International
Business Review, Vol. 13 No. 1, pp. 19-41.
Kohli, A.K. and Jaworski, B.J. (1990), “Market orientation: the construct, research positions, and
managerial implications”, Journal of Marketing, Vol. 54, No. 2, pp. 1-18.
Narver, J.C. and Slater, S.F. (1990), “The effect of a market orientation on business profitability”,
Journal of Marketing, Vol. 54 No. 4, pp. 20-35.
Miller, D. (1983), “The correlates of entrepreneurship in three types of firms”, Management
Science, Vol. 29 No. 7, pp. 770-791.
Pehrsson, A. (2016). "Firm’s strategic orientation, market context, and performance", European
Business Review, Vol. 28 Iss 4 pp. 378 – 404
Sundqvist, S., Kyläheiko, K., Kuivalainen, O. and Cadogan, J.W. (2012), “Kirznerian and
Schumpeterian entrepreneurial-oriented behavior in turbulent export markets”,
International Marketing Review, Vol. 29 No. 2, pp. 203-219.