Examining the efficacy of non-market and market driving activities of B2B international firms

This study examines the impact of entrepreneurial and branding orientations on two facets market driving activities (market non-market focused) B2B firms for international performance. Using empirical data (n = 108) European firms, this finds that orientation influences both activities. Further, these effects are stronger under a strong orientation. Market focused aspect fully mediates Applying resource-based theories, contradicting studies emphasise adoption approach business success, our findings suggest performance is enhanced using approach. Unlike market-oriented market-driving companies do not adopt, but instead educate their customers to accept dominant logic, by doing so they influence structure in industry. The contribute non-market, ambidexterity literature. Managers can learn how efforts towards exercising strategies at global level. They also would strengthen behavior.