{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,29]],"date-time":"2026-05-29T10:12:15Z","timestamp":1780049535695,"version":"3.53.1"},"reference-count":112,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2023,2,28]],"date-time":"2023-02-28T00:00:00Z","timestamp":1677542400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["K"],"published-print":{"date-parts":[[2024,5,2]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>This study aims to investigate how the interplay of multiple strategic orientations influences the growth-based performance of small and medium enterprises (SMEs). The authors have specifically examined the direct and complementary effects of multiple strategic orientations [i.e. entrepreneurial orientation (EO), market orientation (MO) and sustainability orientation (SO)] on firm performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>The data have been collected from 410 SMEs operating in Pakistan.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The results revealed that the multiple strategic orientations (EO, SO and MO) have positive direct as well as complementary effects on SMEs' growth-based performance. Specifically, the joint effects of EO and MO were shown higher than other combinations and complementarities. Moreover, the direct effect of SO is found far lesser than the joint implementation of SO with either EO or MO.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This study provides key insights into corporate sustainability, strategic orientations and SME performance literature. The implications for theory, practice, policy and future research are discussed.<\/jats:p><\/jats:sec>","DOI":"10.1108\/k-03-2022-0319","type":"journal-article","created":{"date-parts":[[2023,2,28]],"date-time":"2023-02-28T15:42:00Z","timestamp":1677598920000},"page":"1939-1957","source":"Crossref","is-referenced-by-count":14,"title":["Unlocking the complementary effects of multiple strategic orientations on firm performance: an interplay of entrepreneurial, sustainability and\u00a0market orientation"],"prefix":"10.1108","volume":"53","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-0917-4181","authenticated-orcid":false,"given":"Hafiz Muhammad Usman","family":"Khizar","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-3723-6140","authenticated-orcid":false,"given":"Jawad","family":"Iqbal","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-1299-1687","authenticated-orcid":false,"given":"Junaid","family":"Khalid","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-2413-6143","authenticated-orcid":false,"given":"Zahid","family":"Hameed","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2023,2,28]]},"reference":[{"key":"key2024050215015354200_ref113","doi-asserted-by":"crossref","first-page":"256","DOI":"10.1016\/S2212-5671(16)00032-0","article-title":"Innovation and competitive advantage: moderating effects of firm age in foods manufacturing SMEs in Malaysia","volume":"35","year":"2016","journal-title":"Procedia Economics and Finance"},{"key":"key2024050215015354200_ref001","doi-asserted-by":"crossref","unstructured":"Adomako, S., Amankwah-Amoah, J., Danso, A., Konadu, R. and Owusu-Agyei, S. 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