TitleMarket Responsiveness, Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering
Publication TypeJournal Articles
Year of Publication2009
AuthorsGarrett, R, Covin, J, Slevin, D
JournalJournal of Business Research
Volume62
Issue8
Pagination782-788
Date Published2009
KeywordsStrategy & Entrepreneurship
Abstract

This study investigates managerial and organizational factors associated with engaging in a market pioneering strategy. Specifically, top management risk taking and the firm-level capability of market responsiveness are hypothesized to be associated with market pioneering. Additionally, strategic learning self efficacy is hypothesized to moderate the effects of top management risk taking and market responsiveness on market pioneering. Moderated regression analysis based on data collected from 111 manufacturing firms supports the hypotheses. Top management risk taking and market responsiveness positively predict the use of a pioneering strategy. Strategic learning self efficacy makes market pioneering more palatable to risk-averse top managers who might not otherwise engage in pioneering. Finally, strategic learning self efficacy strengthens the relationship between market responsiveness and market pioneering. Implications for future theory, practice, and research are discussed.

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