Strategic Orientations in Management Literature: Three Approaches to Understanding the Interaction between Market, Technology, Entrepreneurial and Learning Orientations

Abstract

Market, technology, entrepreneurial and learning orientations have attracted major scholarly interest within their specific streams of literature for some decades. These strategic orientations are seen as principles that direct and influence the activities of a firm and generate the behaviours intended to ensure its viability and performance. Prior studies have argued that firms should develop and use multiple orientations, yet the relationship between different orientations has received only fragmented attention. This paper presents a systematic review of this literature, covering 67 scholarly articles published between 1987 and 2010 which investigate multiple orientations. The paper contributes first by summarizing the current state of knowledge on the interplay between these orientations. Many of these relationships have not been studied to any great degree, and there are research gaps in the information available on the relationships between entrepreneurial, technology and learning orientation in particular. Secondly, the paper contributes to further theoretical and empirical enquiry by synthesizing the empirical findings into a three-approach framework. The sequential, alternatives and complementary approaches to perceiving the relationship between orientations all suggest areas for further research. The sequential approach could further contribute by developing better constructs for explaining the orientation of the firm; while the alternatives approach could increase its relevance to management through the exploration of contingency settings and comparative studies. The complementary approach encourages discussion between researchers from the different streams of literature through the investigation of the relationships. It suggests focus on the investigation of both universal- and contingency-dependent-orientation configurations.