Strategic Orientations and Business Performance: A Resource-Based View

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Abdullah Haider, Jaynal Uddin Ahmed

Abstract

In this study, four strategic orientations were simultaneously examined in the context of manufacturing firms in Yemen. The study adopted the arguments of the Resource-Based Theory and viewed entrepreneurial, market, learning, and networking orientations as indicators of the firm’s positional advantage, which influence the firm’s performance. Using data collected from 138 manufacturing firms and Structural Equation Modeling (SEM), the study found that networking, entrepreneurial, market, and learning orientations significantly indicate the firm’s positional advantage, which in turn boosts the firm’s performance

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