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