Exploiting Innovation in Dubai SMEs: The Effect of Strategic Orientation on Organizational Determinants

Yahya Al-Ansaari (), Simon Pervan () and Jun Xu ()
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Yahya Al-Ansaari: Sharjah Colleges, Higher Colleges of Technology, P. O. Box 7947, Sharjah, United Arab Emirates
Simon Pervan: Swinburne Business School, Swinburne University, P. O. Box 218, Mail H23, Hawthorn VIC 3122, Australia
Jun Xu: Southern Cross Business School, Southern Cross University, Locked Mail Bag 4, Coolangatta, QLD 4225, Australia

International Journal of Innovation and Technology Management (IJITM), 2014, vol. 11, issue 06, 1-22

Abstract: This study investigates the role of strategic orientations of small- and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. It uses the business-level typology of Miles and Snow (prospector, analyzer, and defender) to examine the effect of strategic orientations on organizational determinants (organizational culture, technology orientation, alliance and cooperation, and market orientation) and their consequences in terms of innovation. Drawing upon data from 189 Dubai SMEs, the findings reveal that there are differences in the organizational determinants with prospector and defender orientations, with analyzer orientations falling in-between. Prospectors place more reliance than defenders on developing organizational culture, technology orientation, alliance and cooperation, and market orientation. Constant changes in the Dubai business and market environments seem to affect SMEs' strategic orientations and smaller SMEs are more likely to be analyzers than the SMEs employing over 100 staff. This study provides useful insights into the role of strategic orientations and organizational determinants of Dubai SMEs to accomplish successful innovation results.

Keywords: Strategic orientation; organizational determinants; innovation; small- and medium-sized enterprises; United Arab Emirates (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (4)

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DOI: 10.1142/S0219877014500394

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