ABSTRACT
This study proposed a model to evaluate the possible factors for strategic orientation (SO) and its impact on organizational performance (OP). This study is important since very limited work has been accomplished in this direction. The SO on OP model is a theoretical framework that suggests that a company’s SO, which refers to its approach to strategy development and implementation, can significantly impact its performance outcomes. The model proposes that there are four distinct judicious angles of SO, such as entrepreneurial, technological, market, and learning orientation. Market orientation focuses on understanding and meeting customer needs, while entrepreneurial orientation (EO) emphasizes innovation and risk-taking. Technology orientation covers the aspects of digital technology, process management, and sustainability. Learning orientation prioritizes knowledge acquisition and development. The model suggests that each of these orientations can positively impact OP in different ways. Market orientation can lead to improved customer pleasure and loyalty, while EO can drive product development and competitiveness. Conversely, the learning orientation can foster invention and continuous improvement. Additionally, the model proposes that the key aspects that can influence the relationship between strategic positioning and organizational act, such as competitive environment, organizational culture, and leadership style. Overall, the SO on OP model suggests that a company’s SO is a critical determinant of its success, and organizations should carefully consider their approach to strategy development and implementation to optimize performance outcomes.
