Implementation of market orientation through information technology orientation. Case study of manufacturing SMEs in France and Quebec
Kefi Ben Chehida, Maryam
Implementation of market orientation through information technology orientation. Case study of manufacturing SMEs in France and Quebec - 2022.
13
We can deduce the operational importance of Market Orientation (MO) from its positive effects on organizational performance. However, the literature on its implementation is still limited and unclear. The role of Information Technology (IT) in this implementation is often ignored. While few SMEs are market-oriented, it appears that they under-use IT and do not sufficiently integrate it into their organizational processes. This paper aims to investigate the effect of deploying an IT orientation on the implementation of MO (measured by IT sophistication and e-business orientation) in SMEs. A causal model linking these two orientations and introducing the manager’s strategic profile (i.e., defender, analyzer, or prospector) as a moderating variable is tested against a sample of 139 manufacturing SMEs in France and Quebec (R.E. Miles & C.C. Snow, 1978) using the PLS method. The results partially confirm our main hypothesis: e-business orientation significantly improves MO implementation. However, the impact of IT sophistication on this implementation was not significant. The manager’s strategic profile does not moderate either of these two effects.
Implementation of market orientation through information technology orientation. Case study of manufacturing SMEs in France and Quebec - 2022.
13
We can deduce the operational importance of Market Orientation (MO) from its positive effects on organizational performance. However, the literature on its implementation is still limited and unclear. The role of Information Technology (IT) in this implementation is often ignored. While few SMEs are market-oriented, it appears that they under-use IT and do not sufficiently integrate it into their organizational processes. This paper aims to investigate the effect of deploying an IT orientation on the implementation of MO (measured by IT sophistication and e-business orientation) in SMEs. A causal model linking these two orientations and introducing the manager’s strategic profile (i.e., defender, analyzer, or prospector) as a moderating variable is tested against a sample of 139 manufacturing SMEs in France and Quebec (R.E. Miles & C.C. Snow, 1978) using the PLS method. The results partially confirm our main hypothesis: e-business orientation significantly improves MO implementation. However, the impact of IT sophistication on this implementation was not significant. The manager’s strategic profile does not moderate either of these two effects.
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