Journal of Distribution Science (유통과학연구)

Korea Distribution Science Association (한국유통과학회)
권호 표지
DOI QR코드

DOI QR Code

The Moderating Role of Environmental Turbulence between Learning Orientation and SME Performance in the Manufacturing Sector of Pakistan

  • SAJJAD, Ali (School of Economics Finance and Banking, Universiti Utara Malaysia) ;
  • IBRAHIM, Yusnidah (School Business and Social Sciences, Albukhary International University) ;
  • SHAMSUDDIN, Jauriyah (School of Business Management, Universiti Utara Malaysia)
  • Received : 2022.02.10
  • Accepted : 2022.04.05
  • Published : 2022.05.30
Download PDF
⟨ Previous Next ⟩

Abstract

Purpose: This study attemptsto investigate the moderating effects of environmental turbulence (ET) between learning orientation (LO) and SMEs' performance. Research design, data, and Methodology: To gain insights and provide implications for manufacturing SMEs in Pakistan, this study adopted simple random sampling to collect 379 valid responses. Data were collected through a self-administrative questionnaire from manufacturing SMEs owners/managers. Partial least squares of structural equation modeling have been used to test research hypotheses by using SmartPLS® 3.0 software. Results: The study's primary finding is that LO has a significantly positive effect on SMEs' performance and this relationship is strengthened under the moderating influence of environmental turbulence (ET). Conclusion: Environmental turbulence (ET) enables SMEs to focus on learning capability to get a more competitive advantage. Moreover, SMEs owner/managers ought to emphasize continuous learning that accentuates the capability to compete with environmental changes. Findings support notifying Pakistan's Small and Medium Enterprise Development Authority (SMEDA) in dealings with Manufacturing SMEs in terms of improving their internal capabilities. This research contributes to the literature as it provides a more detailed and in-depth explanation of distribution management-related issues faced by SMEs. This research carries a significant influence on literature and relevant Resource-based view and contingency theories.

Keywords

1.Introduction

SMEs have the foremost support for the country’s development and growth (Hoque, Awang, & Salam, 2017). They are also recognized for employment creation (Asad, Haider, & Fatima, 2018). SMEs play a very crucial role in countries’progress, particularly in less developed countries.

1 First Author or corresponding author. Ph.D. Candidate, School of Economics Finance and Banking, Universiti Utara Malaysia, Sintok, Malaysia. Email:alisajjadc@gmail.com SMEs contributed to their exports and turn them into successful economies (Chege & Wang, 2020). In Pakistan, SMEs contribute around 35% in total value additions, 80% to non-agricultural employment, and 40% to export and GDP (Shah & Syed, 2018). For SMEs, Pakistan needs to realize the importance of this sector because it is playing a very crucial role in developing economies during the last two decades.

The present study selected the manufacturing (textile) sector for research. The reason behind this is that the textile sector is the crucial manufacturing sector of Pakistan and the backbone of the economy. Pakistan’s textile sector contributed to employment and the trade balance. It contributes around 40% of employment to the manufacturing labor force and 60% to the country’s total export. But manufacturing (textile) sector of Pakistan not performing at its best level due to various issues like lack of expertise, unskilled human resources, and environmental challenges (Kazmi & Takala, 2014). There is a lack of research in Pakistan’s manufacturing sector (Khan, 2017). Likewise, Services sector SMEs directly or indirectly engage customers in their operations and they are more people-centered as compared to manufacturing SMEs (Jiang, 2009). Due to a lack of learning, SMEs have also faced challenges in their distribution management including manufacturing, retailing, and wholesaling process.

SMEs are confronted with intense competitive pressure in this contemporary era. To ensure long-term developments and to be able SMEs must enhance their competency level. Many strategies and tools enable them to deal with obstacles and respond to changes to get a competitive advantage and enhance their performance (Kraśnicka, Głód, & Wronka- Pośpiech, 2016; Yang, 2020). According to Linares and Fernandez (2020) strategic orientation and SMEs, performance relationship has been an area of focus. Learning orientation is the part of strategic orientation, which refers to the firm value that affects the firm ability and tendency to generate knowledge, disseminate and exploit. Moreover, firms must integrate learning processes while competing in changing and dynamic environment. Therefore, by focusing on customer perception and by effectively satisfying visible and invisible customer needs, learning orientation (LO) may yield various positive outcomes such as increased flexibility and profitability, desirable quality access, the success of new products, and customer maintenance. Furthermore, learning orientation (LO) also allows firms to quickly respond to new and existing environmental opportunities and threats. Martin and Javalgi (2016)assert learning as a strategy to govern and integrate both internal and external environments.

This study notifies thinking in this field and provides guidelines to improve learning strategy formulation to support the distribution process of SMEs. Despite major contributions to the economy and all these importance, the Pakistani SMEs sector facing various challenges (Raza, Minai, & Hashim, 2018). The weak performance of SMEs is highlighted by many researchers (Al-Talib, Ali, Suhaimi, Rosli, Othman, Mansor, Shah, Ariffin, & Khateeb, 2016). The survival and stability of Pakistani SMEs are questionable because 95% is the failure rate of SMEs in the early five years (Qurashi, Khalique, Ramayah, Bontis, & Yaacob, 2020). To grow and survive in the competitive environment, both small and large organizations need to deploy the strategic orientation (e.g. LO) (Jabeen & Mahmood, 2015). SMEs need to identify their core capabilities of learning orientation and assess the current performance of distribution management for betterment. Literature on strategic orientation showed less attention to learning orientation (Hakala, 2011). The majority of the research has concentrated on large-scale organizations for learning orientation (Fang, Chang, ChuOu, & HuiChou, 2014). In developing countries, there is a lack of research in terms of SMEs' performance and learning orientation including Pakistan (Chiang, 2018; Fang et al., 2014). Additionally, terrible turbulences are created due to potential customer expectations, rapid changes in technology, and globally intense competition thus, manufacturing companies trying to get a competitive advantage (Jeihoony, Jabarzadeh, Kumar, & Reyes, 2019). While researchers believe that businesses need to cultivate the capabilities of learning and strive to create new knowledge (Bae & Choi, 2021). The rationale for conducting this research originates from the existing literature that highlights that there is still little research on learning orientation and SME performance (Wahyuni & Sara, 2020). Furthermore, prior studies majorly focused on developed economies, while this study is conducted in a developing country’s context (Pakistan) due to a dearth of research. SMEs have not studied their external environment. Moreover, more than 95% of SMEs are failed in their initial stages. This study also fills the gap by considering the moderating effect of environmental turbulence, especially in the textile industry of Pakistan. Thus, this research examines the moderating effect of Environmental Turbulence (ET) between LO and SMEs performance.

Hence, the study objectives are:

i. To examine the relationship between learning orientation and SME performance.

ii. To determine the moderating effect of environmental turbulence in the relationship between LO and SME performance.

2. Literature Developments Review and Hypothesis

2.1. Learning Orientation

Strategic orientations are the fundamental drivers of managerial action and decision-making (Hakala, 2011). The concept of learning orientation was developed by the Learning orientation concept develop (Sinkula, Baker, & Noordewier, 1997). According to Baker and Sinkula (1999), learning orientation has three dimensions including shared vision, commitment to learning, and open-mindedness. Open-mindedness is the firm proactively disrupts the procedure, long-held processes, assumptions, beliefs, techniques, and routines needed to absorb culture and climate and culture superior performance (Adamu, 2014). Commitment to learning indicates the significance level of a firm which is linked with learning and the ability to ruminate on the effects of their actions (Sonobe, Hu, & Otsuka, 2004). Likewise, a Shared vision brings a high level of energy, dedication, and resolution by all individuals focused. To ensure harmony throughout the organization, a shared vision can improve the quality of learning (Eshlaghy, Maatofi, & Branch, 2011).

2.2. Environmental Turbulence

Environmental turbulence was conceptualized by several researchers (Arnaout & Esposito, 2018; Kipley & Lewis, 2009). Ansoff (1987)is one of the pioneer researchers, who researched environmental turbulence (ET). According to Suddaby (2010), environmental turbulence (ET) is the nonstop changes in the environmental factor that affect the operations and performance of firms. Environmental factors (like regulations, competitive intensity, supplier, market, and technology changes) influenced the firm performance (Uzkurt, Kumar, Kimzan, & Sert, 2018). Environmental turbulence (ET) happens when changes in the environment arise due to shifts in customer demand, modifications in society’s values, political situations, changing economics, and the emergence of new technologies (Turulja & Bajgoric, 2019). Because of changes in the external environment, environmental turbulence (ET) works as an obstacle that can be created infirm (Liu, Deng, Wei, Ying, &Tian, 2019). Environmental turbulence consists of three dimensions competitive intensity, technology turbulence, and market turbulence.

2.3. SMEs performance

The most important factor of business is performed to prove whether it's profitable or non-profitable (Al-Talib et al., 2016). SMEs' definition is different all around the world, it varies from sector to sector. SMEs' definitions are based on the objective and convenience of the research (Saleem, Siddique, Akmal, Khan, Khan, & Sultan, 2011).

In Pakistan, SMEs consider as paid-up capital of Rs 25 million, annual sales up to Rs 250 million, and no of employees up to 250 (Dar, Ahmed, & Raziq, 2017). Performance can be measured in subjective and objective measures (Schachter, 2010). According to Glaister, Dincer, Tatoglu, Demirbag, and Zaim (2008), subjective measure of performance has been widely used in empirical research. The financial data of SMEsare not reliable (Kraus, Harms, & Schwarz, 2006). Likewise, SME management is not willing to share their exact financial information due to the unavailability and confidentiality of data (Khan, Khalique, & Nor, 2014). Along the same line, SMEs in Pakistan are reluctant to share their financial data (Hussain, Shah, Rahman, & Khan, 2018). Therefore, to fulfill the objective of the study, a subjective measure of performance was adopted.

2.4. The Influence of Learning Orientation (LO) on SME Performance

LO is a crucial resource needed by small firms to achieve better performance and get a competitive advantage (Ahmadpour Daryani & Karimi, 2018; Nasir, Al Mamun, & Breen, 2017). Mahto et al. (2018)explored that learning orientation enhanced the performance of SMEs. In the same line, Kiyabo and Isaga (2019) argued that learning orientation encouraged SMEs’ performance and competitive advantage. Equally, Sawaean and Ali (2020) indicated that learning orientation has a significant and positive impact on performance. Likewise, learning orientation (LO) improves growth, enhances customer loyalty, leads to new product success, and thereby increases the performance of SMEs (Melton & Hartline, 2013; Pesämaa, Shoham, Wincent, & Ruvio, 2013; Salim & Sulaiman, 2011). However, previous research showed a positive relationship between LO and performance (Kalmuk & Acar, 2015; Nikraftar & Momeni, 2017; Rostinia, Souisab, Masmarulanc, & Yasinc, 2021). While, some studies confirmed no significant relationship between LO and performance (Suliyanto & Rahab, 2012; Wolff, Pett, & Ring, 2015). Following hypotheses have been developed based on previous literature.

H1: There is a positive relationship between Learning Orientation and SMEs performance

2.5. The moderating effect of environmental turbulence on the relationship between learning orientation and SME performance

Contingency theory specifies the firm’s strategy for adaptive resources to respond to the turbulent environment. The performance relationship with respect to learning orientation should be examined in the market environment that is conventionally noted for turbulence and instability (Baker & Sinkula, 1999). Moreover, firm operations strategies operate differently under the varying level of environmental uncertainty.

Nowadays, companies' current practices are to enhance competency levels among their members. To adjust to the foremost market conditions, these skills and competencies have been used as a tool to promote developments (Ratnawati, Soetjipto, Murwani, & Wahyono, 2018). According to Calantone, Cavusgil, and Zhao (2002)learning arise mainly through organizational interaction with the observation of the environment. Firms must cope with market and technology turbulence. Along this firm efforts to access new processes and knowledge in the turbulent environment (Pelham & Wilson, 1995; Slater & Narver, 1995). Along with these efforts, they also take initiative in learning for more opportunities (Aragón-Correa & Sharma, 2003; Teece, Pisano, & Shuen, 1997). Similarly, Kalmuk and Acar (2015) indicated that businesses need to have competent personnel to discern and acquire emerging market information and technological developments from the external environment. According to Tajeddini (2016) businesses that are more efficient at introducing, gaining, and disseminating knowledge, and reorientation behavior for new knowledge can respond quickly in turbulent environments. Critical literature showed the inconsistency between LO and the performance of SMEs'. Hence, environmental turbulence (ET) may alter the relationship. Hence the proposed hypothesis is

H2: Environmental turbulence (ET) moderates the relationship between learning orientation (LO) and SMEs’ Performance.

2.6. Research Framework

This study framework establish based on RBV and Contingency theory. According to Barney (1991) strategic orientation(LO) is intangible enterprise resources or assets that can enhance the performance and success of SMEs. It suggested that competitive advantage and superior performance be influenced by resources and capabilities that are perfectly imitable, costly to be copied, and that resources are non- substitutable, rare, and valuable. This study considered learning orientation (LO) as an internal capability. While Contingency theory stated that organizations have no control over the external environment; they must be a proper fit between internal strategies or resources. Thus, this study also used contingency theory to view if the degree of learning orientation may vary based on the external environment that a firm faces at a specific period. Based on critical literature and theories, environmental turbulence is used as moderating variable between learning orientation and SME performance. Hence, to explain the association among variables following conceptual framework was developed.

Figure: 1. Research Framework

3. Research Methodology

This research thrust was to check the association between variables. The target population comprised manufacturing (textile) SMEs in Pakistan. To fulfill the study objective, data were collected by using a simple random sampling technique. A total of 379 owners/ managers of manufacturing (textile) SMEs were approached based on (Krejcie & Morgan, 1970). To achieve the objective of the study self-administrative questionnaires were designed and distributed using the five-point Likert scale method. The present study employed descriptive and inferential statistics for data analysis. Firstly data was collected, and then it was coded into Statistical Package for Social Sciences (SPSS). In addition, Partial Least Square Structural Equation Modeling (PLS-SEM) was also adopted.

3.1. Measurements

To fulfill the objective of the study this research used three main constructs learning orientation, environmental turbulence, and SME performance. LO construct is comprised of three dimensions including shared vision, open-mindedness, and commitment to learning. Besides, the learning orientation scale (LO) has been adapted from the study of (An, Zhao, Cao, Zhang, & Liu, 2018) and developed by (Sinkula et al., 1997). Likewise, the environmental turbulence construct also consists of three dimensions including technology changes, market changes, and competitive intensity. While, environmental turbulence (ET) scale has been adapted from (Alanazi, Talib, Ashari, & Islam, 2015)and developed by (Jaworski & Kohli, 1993). Additionally, SMEs' performance constructs consist of two dimensions comprising financial and non-financial performance. The scale of SMEs' performance has been used (Anwar & Shah, 2021). The response to this nine-item questionnaire used a five-point Likert.

4. Results

To test the proposed hypothesis PLS-SEM has been used extensively believed as a modern assessment technique.

4.1. Measurement Model Assessment

It highlighted factor loading, cron bach’s alpha, composite reliability, and average variance extract of constructs which are used to access the convergent validity.

According to Hair, Anderson, Babin, and Black (2010) factor loading items should be greater than 0.50. Values of factor loading of all items have exceeded the criteria. The Cronbach's alpha values are environmental turbulence (0.944), learning orientation (0.927), and SMEs performance (0.925). Similarly, construct values of average variance extract (AVE) are greater than the recommended values of 0.50. Moreover, composite reliability values are also greater than recommended criteria of 0.70 as shown in the table. 1

Table 1: Assessment of Model Construct

This study used the HTMT ratio to evaluate the discriminant validity of the construct. Dayan, Heisig, and Matos (2017)defined that the HTMT ratio should be less than 0.90 to ensure discriminant validity. Likewise, all values are less than the recommended value of 0.90. The discriminant validity value for learning orientation and environmental turbulence was 0.1058. Likewise, for SMEs performance 0.145 with environmental turbulence and 0.825 for learning orientation. Hence, the discriminant validity of all constructs has been found appropriate.

Figure 2. Measurement Model

4.2. Structural Model Assessment

To examine the relationship between the variables structural model assessment has been used. For this purpose, a bootstrapping technique was used to assess the significance of path coefficients. This study's findings showed the significant and positive impact of learning orientation on SMEs' performance (beta= 0.292, p = 0.067, t = 1.858) and supported H1. Additionally, the environmental turbulence (ET) has a significant moderating role between learning orientation (LO) and performance of SMEs (beta = 0.203, p = 0.000, t = 4.347) and is supported by H2 as shown in table 4 below.

Table 2. Results of Path Analysis

Note: * significant at 1% , ** significant at 5% *** significant at 10%

Figure 3. Structural Model

5. Discussion of Results

Based on contingency and resource-based view (RBV) theory to assess SMEs' performance. This research aimed to investigate the moderating role of environmental turbulence (ET) between LO on SMEs' performance. The results showed that learning orientation (LO) has a positive and significant impact on SMEs' performance. It approved that learning orientation (LO) is a valuable contribution, and it must be included as an important construct of firm performance. The findings of the study reinforce the previous studies, such as those (Eris& Ozmen, 2012; Frank, Kessler, Mitterer, & Weismeier-Sammer, 2012; Kaya & Patton, 2011; Liu & Fu, 2011; Mavondo, Chimhanzi, & Stewart, 2005; Prieto & Revilla, 2006; Shariff, Ahmad, & Hafeez, 2017; Spicer & Sadler-Smith, 2006).

Moreover, environmental turbulence (ET) moderates the association between LO and SME performance. Consequently, this research argued that in a turbulent competitive environment, SMEs with a high level of LO capability has been shown to have greater performance as compared to those who have a low level of LO. Because of environmental changes, firms adopt learning orientation practices to meet the customer’s changes and to develop new products. To respond to the turbulent environment, firms accept new ideas, skills, and processes. The results are acknowledged by previous studies conducted in a different context such as (Hanvanich, Sivakumar, & Hult, 2006; Hina, Hassan, Parveen, & Arooj, 2021).

6. Conclusion

The resource-based theory advocates that firms can improve their performance and get a competitive advantage. This paper notifies thinking in this field and provides guidelines to improve learning strategy formulation to support the distribution process of SMEs. Firms employed a strategy based on resources like capabilities, knowledge, and process (Barney, 1991). While contingency theory is supported by environmental turbulence. Based on the above theories, analysis has been conducted and concluded that learning orientation (LO) significantly affects SMEs' performance. Additionally, environmental turbulence (ET) moderates the relationship. Thus, learning orientation (open-mindedness, shared vision, commitment to learning) can ensure survival and create a competitive advantage. Previous studies only focused on the direct relationship between LO and SMEs' performance in other countries. While this study explored the relationship through moderating variable environmental turbulence (ET) in the developing country Pakistan. These research findings inform that the contingency and resource-based view are suitable to get a competitive advantage by focusing on intangible resources such as learning orientation and anticipating environmental turbulence. This research provided an insight into the strategic behavior of manufacturing SMEs to give serious attention to learning practices to ensure the highest performance and can improve its distribution management process. Manufacturing SMEs should foster the courage to enhance competency levels for opportunity seeking. They should strengthen their commitment to learning by motivating and encouraging them to learn more about technological changes, competitors, and market changes. They should also share their vision at all levels and need to place a high value on openness.

The findings suggested that SME owners/managers should embrace learning orientation to enhance performance. Due to environmental turbulence (technology, market changes, and competitive intensity), a firm needs to formalize strategies accordingly. Therefore, this study suggested that SME management needs to focus on learning to adapt the external changes for survival and growth. SMEs' survival will be determined first by their abilities directly related to distribution management. The key to this is the effective implementation of learning orientation. Moreover, manufacturers of textile products can get a deeper, more learning about the particular market and operating within. Therefore, they would be capable to evaluate, formulate and implement their distribution channel strategy more effectively and efficiently. SMEs management can utilize the study results to strategize, effectively and efficiently business operations by addressing issues related to relating to inventory, transportation, information and communication, and transportation. Additionally, they need to learn more because of environmental turbulence. The performance of manufacturing firms can be improved through more integrated distribution management if management embodies flexibility and learning capabilities in their operations and become learning-oriented.

This study suggested that learning should become a norm for everyone, particularly concerning product innovation, strategy, and sharing new knowledge. It also argued that if firms stop learning, it would badly affect their process of producing and delivering products. because they cannot absorb the external pressure. It is also recommended to researchers for further validation because the relationship was not extensively addressed in SMEs. The manufacturing (textile) SMEs of Pakistan can improve their learning process if they heighten their work practices by encouraging open-mindedness, commitment to learning, and shared vision. SMEs may improve their process of distribution management including manufacturing, wholesaling & retailing management by learning orientation.

7. Limitations and Future Research Directions

This study presented a novel framework by comprising environmental turbulence (ET) as a moderation variable and learning orientation (LO) as an internal firm resource that creates a competitive edge for SMEs in the manufacturing sector of Pakistan. This study's limitation emerged some future directions. Firm performance was measured by using the subjective method because the researcher found it challenging to get objective data In the future, researchers may conduct the study by utilization of objective measures of performance. The generalizability of results is limited to only one textile sector; it may prove to carry out in other trading, services, or a comparative study. Finally, there may be other factors that intervene or direct the relationship between learning orientation (LO) and SME performance.

References

  1. Adamu, P. (2014). Performance evaluation of small-medium enterprises (SMES) in Nigeria. Central Bank of Nigeria bullion, 21(4), 66-72.
  2. Ahmadpour Daryani, M., & Karimi, A. (2018). Effect of Corporate Entrepreneurship on Firm Perfor mance in Iranian ASMEs: The Mediation Role of Knowledge Crea tion and Learning Orientation. 19, 261-277
  3. Al-Talib, H., Ali, N. D. M., Suhaimi, M. H., Rosli, S. S. N., Othman, N. H., Mansor, N. A. S., . . . Al-Khateeb, A. (2016). Antimicrobial effect of Malaysian vegetables against enteric bacteria. Asian Pacific journal of tropical biomedicine, 6(3), 211-215. https://doi.org/10.1016/j.apjtb.2015.12.009
  4. Alanazi, T. A., Talib, A. N. A., Ashari, H., & Islam, R. (2015). Moderating Effect of Environmental Turbulence on New Product Development Cycle Time in the Telecom Industry. Journal of Applied Sciences, 15(2), 240-247. https://doi.org/10.3923/jas.2015.240.247
  5. An, W., Zhao, X., Cao, Z., Zhang, J., & Liu, H. (2018). How bricolage drives corporate entrepreneurship: The roles of opportunity identification and learning orientation. Journal of Product Innovation Management, 35(1), 49-65. https://doi.org/10.1111/jpim.12377
  6. Ansoff, H. I. (1987). The emerging paradigm of strategic behavior. Strategic management journal, 8(6), 501-515. https://doi.org/10.1002/smj.4250080602
  7. Anwar, M., & Shah, S. Z. (2021). Entrepreneurial orientation and generic competitive strategies for emerging SMEs: Financial and nonfinancial performance perspective. Journal of Public Affairs, 21(1), e2125.
  8. Aragon-Correa, J. A., & Sharma, S. (2003). A contingent resource-based view of proactive corporate environmental strategy. Academy of management Review, 28(1), 71-88. https://doi.org/10.2307/30040690
  9. Arnaout, B., & Esposito, M. (2018). The value of communication in turbulent environments: how SMEs manage change successfully in unstable surroundings. International Journal of Entrepreneurship and Small Business, 34(4), 500-515. https://doi.org/10.1504/ijesb.2018.093576
  10. Asad, M., Haider, S. H., & Fatima, M. (2018). Corporate social responsibility, business ethics, and labor laws: a qualitative study on SMEs in Sialkot. Journal of Legal, Ethical and Regulatory Issues, 21(3), 1-7.
  11. Bae, B., & Choi, S. (2021). The Effect of Learning Orientation and Business Model Innovation on Entrepreneurial Performance: Focused on South Korean Start-Up Companies. Journal of Open Innovation: Technology, Market, and Complexity, 7(4), 245. https://doi.org/10.3390/joitmc7040245
  12. Baker, W. E., & Sinkula, J. M. (1999). Learning orientation, market orientation, and innovation: Integrating and extending models of organizational performance. Journal of market-focused management, 4(4), 295-308. https://doi.org/10.1023/A:1009830402395
  13. Baker, W. E., & Sinkula, J. M.(1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27(4), 411-427. https://doi.org/10.1177/0092070399274002
  14. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
  15. Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial marketing management, 31(6), 515-524. https://doi.org/10.1016/S0019-8501(01)00203-6
  16. Chege, S. M., & Wang, D. (2020). Information technology innovation and its impact on job creation by SMEs in developing countries: an analysis of the literature review. Technology Analysis & Strategic Management, 32(3), 256-271. https://doi.org/10.1080/09537325.2019.1651263
  17. Chiang, M.-H. (2018). The Changing Role of SMEs in Taiwan's and South Korea's Economies. Post-Industrial Development in East Asia, 4(3), 49-70. https://doi.org/10.1007/978-981-13-0274-9_3
  18. Dar, M. S., Ahmed, S., & Raziq, A. (2017). Small and medium-size enterprises in Pakistan: Definition and critical issues. Pakistan Business Review, 19(1), 46-70.
  19. Dayan, R., Heisig, P., & Matos, F. (2017). Knowledge management as a factor for the formulation and implementation of organization strategy. Journal of Knowledge Management, 21(2), 308-329. https://doi.org/10.1108/JKM-02-2016-0068
  20. Eris, E. D., & Ozmen, O. N. T. (2012). The effect of market orientation, learning orientation and innovativeness on firm performance: A research from Turkish logistics sector. International Journal of Economic Sciences & Applied Research, 5(1), 77-108.
  21. Eshlaghy, A. T., Maatofi, A., & Branch, G. (2011). Learning orientation, innovation and performance: evidence from small-sized business firms in Iran. European Journal of Social Sciences, 19(1), 114-122.
  22. Fang, S.-R., Chang, E., Ou, C.-C., & Chou, C.-H. (2014). Internal market orientation, market capabilities and learning orientation. European journal of marketing, 44(1), 170-192.
  23. Frank, H., Kessler, A., Mitterer, G., & Weismeier-Sammer, D. (2012). Learning orientation of SMEs and its impact on firm performance. Journal of Marketing Development and Competitiveness, 6(3), 29-41.
  24. Glaister, K. W., Dincer, O., Tatoglu, E., Demirbag, M., & Zaim, S. (2008). A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country. Management decision, 46(3), 365-391. https://doi.org/10.1108/00251740810863843
  25. Hair, J., Anderson, R., Babin, B., & Black, W. (2010). Multivariate data analysis: A global perspective: Pearson Upper Saddle River (7th ed.): NJ.
  26. Hakala, H. (2011). Strategic orientations in management literature: Three approaches to understanding the interaction between market, technology, entrepreneurial and learning orientations. International journal of management reviews, 13(2), 199-217. https://doi.org/10.1111/j.1468-2370.2010.00292.x
  27. Hanvanich, S., Sivakumar, K., & Hult, G. T. M. (2006). The relationship of learning and memory with organizational performance: the moderating role of turbulence. Journal of the Academy of Marketing Science, 34(4), 600-612. https://doi.org/10.1177/0092070306287327
  28. Hina, S. M., Hassan, G., Parveen, M., & Arooj, S. (2021). Impact of Entrepreneurial Orientation on Firm Performance through Organizational Learning: The Moderating Role of Environmental Turbulence. Performance Improvement Quarterly, 34(1), 77-104. https://doi.org/10.1002/piq.21343
  29. Hoque, A., Awang, Z., & Salam, S. (2017). The Effects of Relationship Marketing on Firm Performance: Small and Medium Enterprises (SMEs) in Bangladesh. Paper presented at the 1st International Conference on Business and Management (ICBM-2017), BRAC Business School (BBS), BRAC University, Dhaka, Bangladesh, September.
  30. Hussain, J., Shah, F. A., Rehman, W., & Khan, Y. (2018). Learning orientation and performance: The interaction effect of entrepreneurial orientation. Pakistan Business Review, 19(4), 960-977.
  31. Jabeen, R., & Mahmood, R. (2015). The effects of Total Quality Management and Market Orientation on Business Performance of Small and Medium Enterprises in Pakistan. Journal of Economics, Management and Trade, 5(4), 408-418.
  32. Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of marketing, 57(3), 53-70. https://doi.org/10.2307/1251854
  33. Jeihoony, P., Jabarzadeh, Y., Kumar, V., & Garza-Reyes, J. A. (2019). The impact of learning orientation on innovation performance: Mediating role of operations strategy and moderating role of environmental uncertainty. 14(1), 20-40.
  34. Jiang, X. (2009). The relationship between manufacturing and service provision in operations management. International Journal of Business and Management, 4(3), 183-189.
  35. Kalmuk, G., & Acar, A. Z. (2015). The effect of quality orientation and learning orientation on firm performance. Research Journal of Business and Management, 2(4), 455-487.
  36. Kaya, N., & Patton, J. (2011). The effects of knowledge- based resources, market orientation and learning orientation on innovation performance: An empirical study of Turkish firms. Journal of international development, 23(2), 204-219. https://doi.org/10.1002/jid.1662
  37. Kazmi, S. A. Z., & Takala, J. (2014). An overview of Pakistan' s Textile Sector from operational competitive perspective-A suggestive analysis! (2), 124-130.
  38. Khan, M. W. J., Khalique, M., & Nor, R. M. (2014). Exploring the measurements of organizational performance: Small and medium enterprises (SMEs) perspective. Market Forces, 9(2), 31-38.
  39. Khan, U. U. (2017). Innovation Performance of Pakistani SME's: Micro Level Evidence. 4(6), 640-658.
  40. Kipley, D., & Lewis, A. (2009). The scalability of H. Igor Ansoff's strategic management principles for small and medium sized firms. Journal of Management Research, 1(1), 1-26.
  41. Kiyabo, K., & Isaga, N. (2019). Strategic entrepreneurship, competitive advantage, and SMEs' performance in the welding industry in Tanzania. Journal of Global Entrepreneurship Research, 9(1), 1-23. https://doi.org/10.1186/s40497-018-0125-3
  42. Krasnicka, T., Glod, W., & Wronka-Pospiech, M. (2016). Management innovation and its measurement. Journal of Entrepreneurship, Management and Innovation, 12(2), 95-122. https://doi.org/10.7341/20161225
  43. Kraus, S., Harms, R., & Schwarz, E. J. (2006). Strategic planning in smaller enterprises-new empirical findings. Management Research News, 29(6), 334-344. https://doi.org/10.1108/01409170610683851
  44. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measurement, 30(3), 607-610. https://doi.org/10.1177/001316447003000308
  45. Linares, R. H., & Fernandez, M. C. L. (2020). Entrepreneurial orientation, learning orientation, market orientation, and organizational performance: Family firms versus non-family firms. European Journal of Family Business, 10(1), 6-19. https://doi.org/10.24310/ejfbejfb.v10i1.6780
  46. Liu, B., & Fu, Z. (2011). Relationship between strategic orientation and organizational performance in born global: A critical review. International Journal of Business and Management, 6(3), 90-109.
  47. Liu, Y., Deng, P., Wei, J., Ying, Y., & Tian, M. (2019). International R&D alliances and innovation for emerging market multinationals: Roles of environmental turbulence and knowledge transfer. Journal of Business & Industrial Marketing, 34(6), 1374-1387. https://doi.org/10.1108/JBIM-01-2018-0052
  48. Mahto, R. V., McDowell, W. C., Kudlats,J., & Dunne, T.C. (2018). Learning orientation and performance satisfaction as predictors of small firm innovation: The moderating role of gender. Group Decision and Negotiation, 27(3), 375-391. https://doi.org/10.1007/s10726-018-9566-x
  49. Martin, S. L., & Javalgi, R. R. G. (2016). Entrepreneurial orientation, marketing capabilities and performance: the moderating role of competitive intensity on Latin American International new ventures. Journal of Business Research, 69(6), 2040-2051. https://doi.org/10.1016/j.jbusres.2015.10.149
  50. Mavondo, F. T., Chimhanzi, J., & Stewart, J. (2005). Learning orientation and market orientation: Relationship with innovation, human resource practices and performance. European journal of marketing, 39(11), 1235-1263. https://doi.org/10.1108/03090560510623244
  51. Melton, H. L., & Hartline, M. D. (2013). Employee collaboration, learning orientation, and new service development performance. Journal of Service Research, 16(1), 67-81. https://doi.org/10.1177/1094670512462139
  52. Nasir, W. M. N. b. W. M., Al Mamun, A., & Breen,J.(2017). Strategic orientation and performance of SMEs in Malaysia. SAGE Open, 7(2), 139-152.
  53. Nikraftar, T., & Momeni, S. (2017). The effects of entrepreneurial orientation, market orientation and learning orientation on performance of ICT business. International Journal of Management Concepts and Philosophy, 10(4), 378-391. https://doi.org/10.1504/IJMCP.2017.087263
  54. Pelham, A. M., & Wilson, D. T. (1995). A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. Journal of the Academy of Marketing Science, 24(1), 27-43. https://doi.org/10.1007/BF02893935
  55. Pesamaa, O., Shoham, A., Wincent, J., & Ruvio, A. A. (2013). How a learning orientation affects drivers of innovativeness and performance in service delivery. Journal of Engineering and Technology Management, 30(2), 169-187. https://doi.org/10.1016/j.jengtecman.2013.01.004
  56. Prieto, I. M., & Revilla, E. (2006). Learning capability and business performance: a non-financial and financial assessment. The learning organization, 13(2), 166-185. https://doi.org/10.1108/09696470610645494
  57. Qurashi, I. A., Khalique, M., Ramayah, T., Bontis, N., & Yaacob, M. R. (2020). Impact of intellectual capital on innovation in pharmaceutical manufacturing SMEs in Pakistan. International Journal of Learning and Intellectual Capital, 17(1), 61-76. https://doi.org/10.1504/ijlic.2020.105324
  58. Ratnawati, Soetjipto,B. E., Murwani, F. D., & Wahyono, H. (2018). The Role of SMEs' Innovation and Learning Orientation in Mediating the Effect of CSR Programme on SMEs' Performance and Competitive Advantage. Global Business Review, 19(3_suppl), S21-S38. https://doi.org/10.1177/0972150918757842
  59. Raza, S., Minai, M. S., & Hashim, N. (2018). The determinants of small firm performance in surgical instruments manufacturing sector of Pakistan. Asian Journal of Multidisciplinary Studies, 6(2), 24-30.
  60. Rostini,R., Souisa, W., Masmarulan,R., & Yasin, N.(2021). Competitiveness development, learning orientation, entrepreneurial commitment and business performance in the silk industry. Management Science Letters, 11(3), 903-908.
  61. Saleem, I., Siddique, I., Akmal, A., Khan, M. S. M., Khan, M. U., & Sultan, S. (2011). Impact assessment of ISO 9000 series on the organizational performance: Empirical evidence from small and medium enterprise (SME) sector of Pakistan. African Journal of Business Management, 5(26), 10885-10892.
  62. Salim, I. M., & Sulaiman, M. (2011). Organizational learning, innovation and performance: A study of Malaysian small and medium sized enterprises. International Journal of Business and Management, 6(12), 118.
  63. Sawaean, F., & Ali, K. (2020). The impact of entrepreneurial leadership and learning orientation on organizational performance of SMEs: The mediating role of innovation capacity. Management Science Letters, 10(2), 369-380. https://doi.org/10.5267/j.msl.2019.8.033
  64. Schachter, H. L. (2010). Objective and subjective performance measures: A note on terminology. Administration & Society, 42(5), 550-567. https://doi.org/10.1177/0095399710378080
  65. Shah, D., & Syed, A. (2018). Framework for SME sector development in Pakistan. Islamabad: Planning Commission of Pakistan, 1(1), 21-23.
  66. Shariff, M. N. M., Ahmad, N. R., & Hafeez, M. H. (2017). Moderating role of access to finance on entrepreneurial orientation, market orientation, learning orientation and SMEs performance of gem and jewelry industry in Thailand. Journal of Business and Social Review in Emerging Economies, 3(1), 109-120. https://doi.org/10.26710/jbsee.v3i1.184
  67. Sinkula, J. M., Baker, W. E., & Noordewier, T. (1997). A framework for market-based organizational learning: Linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25(4), 305-318. https://doi.org/10.1177/0092070397254003
  68. Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. Journal of marketing, 59(3), 63-74. https://doi.org/10.2307/1252120
  69. Sonobe, T., Hu, D., & Otsuka, K. (2004). From inferior to superior products: an inquiry into the Wenzhou model of industrial development in China. Journal of comparative Economics, 32(3), 542-563. https://doi.org/10.1016/j.jce.2004.05.001
  70. Spicer, D. P., & Sadler-Smith, E. (2006). Organizational learning in smaller manufacturing firms. International Small Business Journal, 24(2), 133-158. https://doi.org/10.1177/0266242606061836
  71. Suddaby, R. (2010). Challenges for institutional theory. Journal of management inquiry, 19(1), 14-20. https://doi.org/10.1177/1056492609347564
  72. Suliyanto, S., & Rahab, R. (2012). The role of market orientation and learning orientation in improving innovativeness and performance of small and medium enterprises. Asian Social Science, 8(1), 134.
  73. Tajeddini, K. (2016). Analyzing the influence of learning orientation and innovativeness on performance of public organizations: The case of Iran. Journal of Management Development, 35(2), 134-153. https://doi.org/10.1108/JMD-03-2015-0033
  74. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
  75. Turulja, L., & Bajgoric, N. (2019). Innovation, firms' performance and environmental turbulence: is there a moderator or mediator? European Journal of Innovation Management, 22(1), 213-232. https://doi.org/10.1108/EJIM-03-2018-0064
  76. Uzkurt, C., Kumar, R., Kimzan, H. S., & Sert, H. (2018). The impact of environmental uncertainty dimensions on organisational innovativeness: An empirical study on SMEs Promoting Innovation in New Ventures and Small-and Medium-Sized Enterprises (pp. 151-175): World Scientific.
  77. Wahyuni, N. M., & Sara, I. M. (2020). The effect of entrepreneurial orientation variables on business performance in the SME industry context. Journal of Workplace Learning, 32(1), 35-62. https://doi.org/10.1108/jwl-03-2019-0033
  78. Wolff, J. A., Pett, T. L., & Ring, J. K. (2015). Small firm growth as a function of both learning orientation and entrepreneurial orientation: An empirical analysis. International Journal of Entrepreneurial Behavior & Research, 21(5), 709-730. https://doi.org/10.1108/IJEBR-12-2014-0221
  79. Yang, C.-C. (2020). The effectiveness analysis of the practices in five quality management stages for SMEs. Total Quality Management & Business Excellence, 31(9-10), 955-977. https://doi.org/10.1080/14783363.2018.1456010