Exploring the Co-Effect of Market-Orientation and Ambidextrous Innovation in Service Innovation of SMEs

Document Type : Research Paper


1 Associate Professor, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

2 PhD in Entrepreneurship, University of Tehran, Tehran, Iran

3 MSC in Entrepreneurship, University of Tehran, Tehran, Iran

4 PhD in Management and Economics, University of Maastricht, The Netherlands


Market-orientation capability (MOC) and ambidextrous innovation (AI) as dynamic capabilities have a significant role in the success of SME service innovation. Their co-effect, which has not been studied previously, represents the linking strategy and actions that relate MOC to AI to reconfigure resources based on market insights to balance the exploration-based and exploration-based innovation activities and leads SMEs to seize service innovation opportunities effectively. Thus, this study examined the relationships among these variables and firm performance, considering international environmental hostility (IEH) as a moderator, in a model using data from 154 tourism and travel firms in Iran as an emerging market. The results revealed a significant association between each of MOC and AI with firm performance, in which IEH significantly moderates these relationships. Besides, their co-effect negatively influences the firm performance, which indicates a weak relation between MOC and AI in these SMEs. This research suggests that tourism SME managers should deliberately adjust the linking strategy between their MOC and AI to accurately respond to service innovation opportunities and attempt to turn the threats of environmental hostility into opportunities for the sustainability of their firm performance.


Main Subjects

Akbari, M., Danesh, M., Dolatshah, P., & Khosravani, A. (2019). Moderating Role of International Environmental Hostility between International Corporate Entrepreneurship and Performance in Halal Food Industry. Journal of Agricultural Science and Technology, 21(3), 545–560.
Andriopoulos, C., & Lewis, M. W. (2008). Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation. Organization Science, 20(4), 696–717. https://doi.org/10.1287/orsc.1080.0406
Atuahene-gima, K. (2004). Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures. The Academy of Management Journa, 47(4), 583–597.
Atuahene-Gima, K., & Ko, A. (2001). An Empirical Investigation of the Effect of Market Orientation and Entrepreneurship Orientation Alignment on Product Innovation. Organization Science, 12(1), 54–74. https://doi.org/10.1287/orsc.
Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 36(3), 421–458.
Bamfo, B. A., & Kraa, J. J. (2019). Market orientation and performance of small and medium enterprises in Ghana: The mediating role of innovation. Cogent Business and Management, 6(1). https://doi.org/10.1080/23311975.2019.1605703
Barrales-Molina, V., Martínez-López, F. J., & Gázquez-Abad, J. C. (2014). Dynamic Marketing Capabilities: Toward an Integrative Framework. International Journal of Management Reviews, 16(4), 397–416. https://doi.org/10.1111/ijmr.12026
Barreto, I. (2010). Dynamic Capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280. https://doi.org/10.1177/0149206309350776
Breznik, L., & Hisrich, R. D. (2014). Dynamic capabilities vs. innovation capability: are they related? Journal of Small Business and Enterprise Development, 21(3), 368–384. https://doi.org/10.1108/JSBED-02-2014-0018
Cai, L., Liu, Q., Zhu, X., & Deng, S. (2015). Market orientation and technological innovation: the moderating role of entrepreneurial support policies. International Entrepreneurship and Management Journal, 11(3), 645–671. https://doi.org/10.1007/s11365-013-0290-3
Calantone, R. J., Schmidt, J. B., & Di Benedetto, C. A. (1997). New product activities and performance: The moderating role of environmental hostility. Journal of Product Innovation Management, 14(3), 179–189.
Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781–796. https://doi.org/10.1287/ORSC.1090.0426
Chen, C. F., & Myagmarsuren, O. (2013). Exploring the Moderating Effects of Value Offerings Between Market Orientation and Performance in Tourism Industry. International Journal of Tourism Research, 15(6), 595–610. https://doi.org/10.1002/jtr.1900
Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10(1), 75–87. https://doi.org/10.1002/smj.4250100107
Cucculelli, M., & Goffi, G. (2016). Does sustainability enhance tourism destination competitiveness? Evidence from Italian Destinations of Excellence. Journal of Cleaner Production, 111, 370–382. https://doi.org/10.1016/j.jclepro.2014.12.069
Du, R. Y., & Kamakura, W. A. (2012). Quantitative Trendspotting. Journal of Marketing Research, 49(4), 514–536. https://doi.org/10.1509/jmr.10.0167
Duncan, R. B. (1976). The ambidextrous organization, designing dual structures for innovation. In L. R. P. & D. S. R.H. Killman (Ed.), The management of organization design (Vol. 1, pp. 167–188). North-Holland.
Dwyer, L., & Edwards, D. (2009). Tourism product and service innovation to avoid “strategic drift.” In International Journal of Tourism Research (Vol. 11, Issue 4, pp. 321–335). John Wiley & Sons, Ltd. https://doi.org/10.1002/jtr.690
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the Organization : Managing Role Conflict in Strategic Renewal. Academy of Management Review, 25(1), 154–177.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement errors. Journal of Marketing Research, 18(1), 39–50.
García-Sánchez, I. M., Martín-Moreno, J., Khan, S. A., & Hussain, N. (2021). Socio-emotional wealth and corporate responses to environmental hostility: Are family firms more stakeholder oriented? Business Strategy and the Environment, 30(2), 1003–1018. https://doi.org/10.1002/BSE.2666
González-Benito, Ó., González-Benito, J., & Muñoz-Gallego, P. A. (2009). Role of entrepreneurship and market orientation in firms’ success. European Journal of Marketing, 43(3–4), 500–522. https://doi.org/10.1108/03090560910935550
Grewal, R., & Tansuhaj, P. (2001). Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility. Journal of Marketing, 65(2), 67–80. https://doi.org/10.1509/JMKG.
Guo, L. L., Qu, Y., & Tseng, M. L. (2017). The interaction effects of environmental regulation and technological innovation on regional green growth performance. Journal of Cleaner Production, 162, 894–902. https://doi.org/10.1016/j.jclepro.2017.05.210
Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693–706. https://doi.org/10.5465/AMJ.2006.22083026
Harmancioglu, N., Sääksjärvi, M., & Hultink, E. J. (2020). Cannibalize and combine? The impact of ambidextrous innovation on organizational outcomes under market competition. Industrial Marketing Management, 85, 44–57. https://doi.org/10.1016/J.INDMARMAN.2019.07.005
Hattula, J. D., Schmitz, C., Schmidt, M., & Reinecke, S. (2015). Is more always better? An investigation into the relationship between marketing influence and managers’ market intelligence dissemination. International Journal of Research in Marketing, 32(2), 179–186. https://doi.org/10.1016/j.ijresmar.2015.02.001
Haverila, M., & Ashill, N. (2011). Market intelligence and NPD success: A study of technology intensive companies in Finland. Marketing Intelligence and Planning, 29(5), 556–576. https://doi.org/10.1108/02634501111153728
Hughes, M., Hughes, P., Morgan, R. E., Hodgkinson, I. R., & Lee, Y. (2021). Strategic entrepreneurship behaviour and the innovation ambidexterity of young technology-based firms in incubators. International Small Business Journal: Researching Entrepreneurship, 39(3), 202–227. https://doi.org/10.1177/0266242620943776
Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661–1674. https://doi.org/https://doi.org/10.1287/mnsc.1060.0576
Khandwalla, P. N. (1977). Some top management styles, their context and performance. Organization and Administrative Sciences, 7(4), 21–51.
Khanzadeh, H., Rahnavard, F., Bamdad, N., & Mahmoudzadeh, S. M. (2021). Explanation Model of Tourism Competitiveness in Iran Touristic Cities. New Marketing Research Journal, 11(2), 45–68.
Kindström, D., Kowalkowski, C., & Sandberg, E. (2013). Enabling service innovation : A dynamic capabilities approach. Journal of Business Research, 66(8), 1063–1073. https://doi.org/10.1016/j.jbusres.2012.03.003
Kitsios, F. C., & Grigoroudis, E. (2020). Evaluating service innovation and business performance in tourism: a multicriteria decision analysis approach. Management Decision, 58(11), 2429–2453. https://doi.org/10.1108/MD-09-2019-1326
Kock, N. (2015). Common Method Bias in PLS-SEM: A Full Collinearity Assesment Approach. International Journal of E-Collaboration, 11(4), 1–10. https://doi.org/10.4018/ijec.2015100101
Kock, N., & Lynn, G. S. (2012). Lateral collinearity and misleading results in variance-based SEM: An illustration and recommendations. Journal of the Association for Information Systems, 13(7), 546–580.
Kohli, A. K., & Jaworski, B. J. (1990). Market Orientation : The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.
Kortmann, S. (2012). Organizational Ambidexterity. In S. Kortmann (Ed.), The Relationship between Organizational Structure and Organizational Ambidexterity (pp. 18–41). Gabler Verlag Wiesbaden. https://doi.org/https://doi.org/10.1007/978-3-8349-3630-1_3
Kowalkowski, C., Witell, L., & Gustafsson, A. (2013). Any way goes: Identifying value constellations for service infusion in SMEs. Industrial Marketing Management, 42(1), 18–30. https://doi.org/10.1016/j.indmarman.2012.11.004
Krasnikov, A., & Jayachandran, S. (2008). The Relative Impact of Marketing, Research-and-Development, and Operations Capabilities on Firm Performance. Journal of Marketing, 72(4), 1–11.
Krishnan, R., Martin, X., & Noorderhaven, N. G. (2006). When Does Trust Matter to Alliance Performance? The Academy of Management Journal, 49(5), 894–917. https://doi.org/10.2307/20159808
Li, D. H., Lin, J., Cui, W. T., & Qian, Y. J. (2018). The trade-off between knowledge exploration and exploitation in technological innovation. Journal of Knowledge Management, 22(4), 781–801. https://doi.org/10.1108/jkm-09-2016-0401
Li, D. yuan, & Liu, J. (2014). Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China. Journal of Business Research, 67(1), 2793–2799. https://doi.org/10.1016/j.jbusres.2012.08.007
Li, X. (Robert). (2016). Emerging-Market Research: New Bottles AND New Wine? Journal of Travel Research, 55(4), 419–426. https://doi.org/10.1177/0047287515625132
Liu, A., Lu, S., & Wei, W. (2014). ScienceDirect A New Framework of Ideation-oriented Customer Involvement. Procedia CIRP, 21, 521–526. https://doi.org/10.1016/j.procir.2014.03.177
Liu, L., Yu, B., & Wu, W. (2019). The Formation and Effects of Exploitative Dynamic Capabilities and Explorative Dynamic Capabilities: An Empirical Study. Sustainability, 11(9), 2581. https://doi.org/10.3390/su11092581
Madsen, E. L. (2010). A dynamic capability framework: Generic types of dynamic capabilities and their relationship to entrepreneurship. In R. K. S. Wall, C. Zimmermann & and D. Lange (Eds.), Strategic Reconfigurations: Building Dynamic Capabilities in Rapid Innovation-based Industries (pp. 223–243). Edward Elgar. https://doi.org/https://doi.org/10.4337/9781849805629
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/https://doi.org/10.1287/orsc.2.1.71
Mason, C., & Perreault, W. (1991). Collinearity, power, and interpretation of multiple regression analysis. Journal of Marketing Research, 28(3), 268–280.
McDermott, C. M., & Prajogo, D. I. (2012). Service innovation and performance in SMEs. International Journal of Operations and Production Management, 32(2), 216–237. https://doi.org/10.1108/01443571211208632
Mennens, K., Gils, A. Van, Odekerken-Schröder, G., & Letterie, W. (2018). Exploring antecedents of service innovation performance in manufacturing SMEs. International Small Business Journal: Researching Entrepreneurship, 36(5), 500–520. https://doi.org/10.1177/0266242617749687
Mihalache, M., & Mihalache, O. R. (2016). Organizational ambidexterity and sustained performance in the tourism industry. Annals of Tourism Research, 56, 142–144. https://doi.org/10.1016/j.annals.2015.10.011
Miller, D., & Friesen, P. H. (1983). Strategy-making and environment: The third link. Strategic Management Journal, 4(22), 14–25.
Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30(8), 909–920. https://doi.org/10.1002/smj.764
Mu, J. (2015). Marketing capability, organizational adaptation and new product development performance. Industrial Marketing Management, 49, 151–166. https://doi.org/10.1016/j.indmarman.2015.05.003
Mu, J., Thomas, E., Peng, G., & Di Benedetto, A. (2017). Strategic orientation and new product development performance: The role of networking capability and networking ability. Industrial Marketing Management, 64, 187–201. https://doi.org/10.1016/j.indmarman.2016.09.007
Mu, T., van Riel, A., & Schouteten, R. (2020). Individual ambidexterity in SMEs: Towards a typology aligning the concept, antecedents and outcomes. Journal of Small Business Management. https://doi.org/10.1080/00472778.2019.1709642
Murray, J. Y., Gao, G. Y., & Kotabe, M. (2011). Market orientation and performance of export ventures: The process through marketing capabilities and competitive advantages. Journal of the Academy of Marketing Science, 39(2), 252–269. https://doi.org/10.1007/s11747-010-0195-4
Najafi-Tavani, S., Sharifi, H., & Najafi-Tavani, Z. (2016). Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity. Journal of Business Research, 69(11), 5059–5064. https://doi.org/10.1016/j.jbusres.2016.04.080
Narver, J. C., & Slater, S. F. (1990). The Effect of Market Orientation on Business Profitability. Developing a Market Orientation, 54(4), 45–78. https://doi.org/10.4135/9781452231426.n3
Ngo, L. V., Bucic, T., Sinha, A., & Lu, V. N. (2019). Effective sense-and-respond strategies: Mediating roles of exploratory and exploitative innovation. Journal of Business Research, 94(November 2017), 154–161. https://doi.org/10.1016/j.jbusres.2017.10.050
Ngo, L. V., & O’Cass, A. (2012). In Search of Innovation and Customer-related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions. Journal of Product Innovation Management, 29(5), 861–877. https://doi.org/10.1111/j.1540-5885.2012.00939.x
Nobakht, M., Hejazi, S. R., Akbari, M., & Sakhdari, K. (2020). Exploring the relationship between open innovation and organisational ambidexterity: the moderating effect of entrepreneurial orientation. Innovation: Organization and Management, 23(1), 71–92. https://doi.org/10.1080/14479338.2020.1758566
Nobari, N., Mobini Dehkordi, A., Akbari, M., & Padash, H. (2020). Innovation intelligence and its role in environmental uncertainty management: a conceptual framework. VINE Journal of Information and Knowledge Management Systems. https://doi.org/10.1108/VJIKMS-06-2020-0109
Nofiani, D., Indarti, N., Lukito-Budi, A. S., & Manik, H. F. G. G. (2021). The dynamics between balanced and combined ambidextrous strategies: a paradoxical affair about the effect of entrepreneurial orientation on SMEs’ performance. Journal of Entrepreneurship in Emerging Economies, 13(5), 1262–1286. https://doi.org/10.1108/JEEE-09-2020-0331
Nwokah, N. G. (2008). Strategic market orientation and business performance: The study of food and beverages organisations in Nigeria. European Journal of Marketing, 42(3–4), 279–286. https://doi.org/10.1108/03090560810852922/FULL/HTML
O’Cass, A., Heirati, N., & Ngo, L. V. (2014). Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas. Industrial Marketing Management, 43(5), 862–872. https://doi.org/10.1016/j.indmarman.2014.04.015
O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. https://doi.org/10.1016/j.riob.2008.06.002
Onwe, C., Ogbo, A., & Ameh, A. A. (2020). Entrepreneurial orientation and small firm performance: The moderating role of environmental hostility. Entrepreneurial Business and Economics Review, 8(4), 67–84.
Ortiz de Guinea, A., & Raymond, L. (2020). Enabling innovation in the face of uncertainty through IT ambidexterity: A fuzzy set qualitative comparative analysis of industrial service SMEs. International Journal of Information Management, 50, 244–260. https://doi.org/10.1016/j.ijinfomgt.2019.05.007
Pavlou, P. A., & El Sawy, O. A. (2011). Understanding the Elusive Black Box of Dynamic Capabilities. Decision Sciences, 42(1), 239–273. https://doi.org/10.1111/j.1540-5915.2010.00287.x
Pine, B., & Gilmore, J. (1998). Welcome to the experience economy. Harvard Business Review, 76(July–August), 97–105.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. In Journal of Applied Psychology (Vol. 88, Issue 5, pp. 879–903). https://doi.org/10.1037/0021-9010.88.5.879
Popadiuk, S., Lauz, A. R. S., & Kretschmer, C. (2018). Dynamic Capabilities and Ambidexterity : How are These Concepts Related ? Revista de Administração Contemporânea, 22(October), 640–660. https://doi.org/10.1590/1982-7849rac2018180135
Rezazadeh, A., & Nobari, N. (2018). Antecedents and consequences of cooperative entrepreneurship: a conceptual model and empirical investigation. International Entrepreneurship and Management Journal, 14(2), 479–507. https://doi.org/10.1007/s11365-017-0470-7
Rubio, D. M., Berg-Weger, M., Tebb, S. S., Lee, E. S., & Rauch, S. (2003). Objectifying content validity: Conducting a content validity study in social work research. Social Work Research, 27(2), 94–104.
Salunke, S., Weerawardena, J., & McColl-Kennedy, J. R. (2013). Competing through service innovation: The role of bricolage and entrepreneurship in project-oriented firms. Journal of Business Research, 66(8), 1085–1097. https://doi.org/10.1016/j.jbusres.2012.03.005
Schnellbächer, B., Heidenreich, S., & Wald, A. (2019). Antecedents and effects of individual ambidexterity – A cross-level investigation of exploration and exploitation activities at the employee level. European Management Journal, 37(4), 442–454. https://doi.org/10.1016/J.EMJ.2019.02.002
Schreyo¨gg, G., & Kliesch-eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 27, 913–933. https://doi.org/10.1002/smj
Shah, S. M. A., El-Gohary, H., & Hussain, J. G. (2015). An Investigation of Market Orientation (MO) and Tourism Small and Medium-Sized Enterprises’ (SMEs) Performance in Developing Countries: A Review of the Literature. Journal of Travel and Tourism Marketing, 32(8), 990–1022. https://doi.org/10.1080/10548408.2014.957372
Solano Acosta, A., Herrero Crespo, Á., & Collado Agudo, J. (2018). Effect of market orientation, network capability and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). International Business Review, 27(6), 1128–1140. https://doi.org/10.1016/j.ibusrev.2018.04.004
Strobl, A., Bauer, F., & Matzler, K. (2020). The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions. Journal of World Business, 55(2), 100931. https://doi.org/10.1016/j.jwb.2018.03.002
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. https://doi.org/10.1002/smj.640
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509–533.
Thakur, R., & Hale, D. (2013). Service innovation: A comparative study of U.S. and Indian service firms. Journal of Business Research, 66(8), 1108–1123. https://doi.org/10.1016/j.jbusres.2012.03.007
Tinoco, F. O., Espallardo, M. H., Rodriguez Orejuela, A., Osorio Tinoco, F. F., Hernández-Espallardo, M., & Rodriguez-Orejuela, A. (2019). Nonlinear and complementary effects of responsive and proactive market orientation on firms’ competitive advantage. Article in Asia Pacific Journal of Marketing and Logistics, 32(4), 841–859. https://doi.org/10.1108/APJML-01-2019-0058
Tsiotsou, R. H., & Vlachopoulou, M. (2011). Understanding the effects of market orientation and e-marketing on service performance. Marketing Intelligence and Planning, 29(2), 141–155. https://doi.org/10.1108/02634501111117593
Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31–51. https://doi.org/10.1111/j.1468-2370.2007.00201.x
Wang, C., & Tsai, M. C. (2017). Linking service innovation to firm performance: the roles of ambidextrous innovation and market orientation capability. Chinese Management Studies, 11(4), 730–750. https://doi.org/10.1108/CMS-03-2017-0045
Wang, Y., Sun, H., Jia, T., & Chen, J. (2021). The impact of buyer–supplier interaction on ambidextrous innovation and business performance: the moderating role of competitive environment. International Journal of Logistics Management, 32(2), 673–695. https://doi.org/10.1108/IJLM-05-2019-0141
Wei, Z., Zhao, J., & Zhang, C. (2014). Organizational ambidexterity, market orientation, and firm performance. Journal of Engineering and Technology Management - JET-M, 33, 134–153. https://doi.org/10.1016/j.jengtecman.2014.06.001
Yu, Y. N., Qian, T., & Du, L. M. (2017). Carbon productivity growth, technological innovation, and technology gap change of coal-fired power plants in China. Energy Policy, 109, 479–487. https://doi.org/10.1016/j.enpol.2017.05.040
Zahra, S. A. (1996). Technology strategy and financial performance: Examining the moderating role of the firm’s competitive environment. Journal of Business Venturing, 11(3), 189–219. https://doi.org/https://doi.org/10.1016/0883-9026(96)00001-8
Zahra, S. A., & Covin, J. G. (1995). Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis. Journal of Business Venturing, 10(1), 43–58. https://doi.org/10.1016/0883-9026(94)00004-E
Zahra, S. A., & Garvis, D. M. (2000). International corporate entrepreneurship and firm performance: The moderating effect of international environmental hostility. Journal of Business Venturing, 15(5), 469–492. https://doi.org/https://doi.org/10.1016/S0883-9026(99)00036-1
Zahra, S. A., & Garvis, D. M. (2002). International corporate entrepreneurship and firm performance. Journal of Business Venturing, 15(5–6), 469–492. https://doi.org/10.1016/s0883-9026(99)00036-1
Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43(4), 917–955. https://doi.org/10.1111/j.1467-6486.2006.00616.x
Zhou, K. Z., Brown, J. R., & Dev, C. S. (2009). Market orientation, competitive advantage, and performance: A demand-based perspective. Journal of Business Research, 62(11), 1063–1070. https://doi.org/10.1016/j.jbusres.2008.10.001
Zhou, S., Zhou, A. J. J., Feng, J., & Jiang, S. (2016). Dynamic capabilities and organizational performance: The mediating role of innovation. Journal of Management and Organization, 53(8), 1348–1380. https://doi.org/10.1017/jmo.2017.20