Exploring the Moderating Role of Organizational Structure in the Relationship between Strategic Orientations and Organizational Performance

Muhammad Yousuf Khan Marri, Neelam Qaiyum, MC Alibuhtto

Abstract


The literature review proposes the link between strategic orientations and organizational performance is inconsistent in different contexts and implies that this link is further needed to be explored through mediating or moderating effect. This study explains the concepts of two most referred strategic orientations, i.e. market, and entrepreneurial orientations and proposes a rational relationship of each with organizational performance. Further, the study explores the moderating influence of two primary structures (mechanistic and organic) on the relationship between strategic orientation (entrepreneurial and marketing) and organizational performance

Keywords


Strategic orientation, entrepreneurial orientation, market orientation, organizational performance, mechanistic structure, organic structure

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