Configurational Flexibility of a Firm’s Strategic Orientations: An Empirical Study of the Impact of Components on Firm Performance Parameters
https://doi.org/10.17747/2618-947X-2025-4-389-394
Abstract
This study examines the concept of strategic entrepreneurship through the lens of strategic orientations and introduces a new concept–configurational flexibility of a firm’s strategic orientations (hereinafter referred to as–CFSO). Based on an empirical investigation, the study identifies the constituent elements of configurational flexibility and develops a regression model to assess extent to which the components of the proposed indicator (CFSO), influence firm performance outcomes. These outcomes are associated with the speed of launching a new product or project to the market in response to environmental threats and opportunities.
About the Author
A. Y. Tarasovа
Financial University under the Government of the Russian Federation (Moscow, Russia), VTB Bank PJSC (Moscow, Russia)
Russian Federation
Russian Federation
Postgraduate student, Higher School of Management, Financial University under the Government of the Russian Federation (Moscow, Russia); junior product manager, VTB Bank PJSC (Moscow, Russia). SPIN: 1621-1720.
Research interests: strategic management, firm development management, innovation, knowledge management.
References
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2. Tarasova A.Y. (2025a). Strategic orientations of the company: А theoretical review and development of conceptual foundations. Strategic Decisions and Risk Management, 16(2): 174-180.
3. Tarasova A.Y. (2025b). Triggers, heading the Strategic Orientation Committee. Bulletin of the Academy of Knowledge, 2(67): 1160-1165.
4. Gatignon H., Suereb J.-M. (1997). The strategic orientation of the company and the effectiveness of the new product. Journal of Marketing Research, 34: 77-90.
Review
For citations:
Tarasovа A.Y. Configurational Flexibility of a Firm’s Strategic Orientations: An Empirical Study of the Impact of Components on Firm Performance Parameters. Strategic decisions and risk management. 2025;16(4):389-394. https://doi.org/10.17747/2618-947X-2025-4-389-394
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