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Mishra (2006) has used ISM to analyze the relationships among innovativeness, learning orientation, market orientation, entrepreneurial orientation, organizational structure, and policies and business performance.
Table 3 Total effects Entrepreneurial Orientation Market Orientation Marketing Capabilities Firm Performance Environmental Turbulence 0,512 0,77 0,524 0,387 Entrepreneurial Orientation 0.107 −0.035 0,250 Market Orientation 0,730 0,348 Marketing Capabilities 0,477.
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The firm's marketing capabilities are influenced by various internal organisational factors i.e. entrepreneurial orientation and market orientation.
The findings imply that managers with entrepreneurial orientation and market orientation should place much emphasis on learning orientation in order to boost innovativeness and ultimately achieve performance.
Market orientation also significantly impacts marketing capabilities.
Entrepreneurial orientation and marketing capability significantly impact the firm performance.
Weerawardena (2003) has reported the positive influence of entrepreneurial orientation on marketing capabilities.
The empirical results reveal positive impact of entrepreneurial orientation on marketing capability.
The strategic orientations are; market focus, product focus and brand focus.
The results reveal that market orientation and entrepreneurial orientation significantly influences learning orientation, respectively.
We developed a survey that measures market orientation, entrepreneurial orientation, and product and marketing innovations of farmers in Ontario over the past 3 years.
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