Document Type
Article
Publication Date
11-17-2004
Abstract
To date, service classification research has primarily taken a macro view, creating service typologies or taxonomies by using dimensions such as customer contact or degree of labor intensity. Such classification schemes, though helpful in deciphering critical management issues and positioning strategies between service industries, tend to treat an entire industry, such as airlines, as a single homogenous entity. However, organizations in the same industry often use intangible resources, such as entrepreneurial orientation processes, to compete with one another. Resource-advantage theory suggests that organizations utilize intangible resources to build long-term strategies and a sustainable competitive advantage leading to superior performance. We developed organization clusters based on entrepreneurial orientation as intangible resources to classify organizations within a retailing industry. Using data from the retail pharmacy industry, we tested if the entrepreneurial orientations of the resultant groups within the pharmacy industry were related to their perception of the environment, organizational factors, and performance outcomes. The operationalization of the construct of entrepreneurial orientation is one of the contributions of the study.
Recommended Citation
Jambulingam, T., Kathuria, R., & Doucette, W. R. (2005). Entrepreneurial orientation as a basis for classification within a service industry: The case of retail pharmacy industry. Journal of Operations Management, 23(1), 23-42. doi: 10.1016/j.jom.2004.09.003
Peer Reviewed
1
Copyright
Elsevier
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.
Included in
Business Administration, Management, and Operations Commons, Other Business Commons, Other Pharmacy and Pharmaceutical Sciences Commons, Pharmacoeconomics and Pharmaceutical Economics Commons, Pharmacy Administration, Policy and Regulation Commons, Sales and Merchandising Commons
Comments
NOTICE: this is the author’s version of a work that was accepted for publication in Journal of Operations Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Operations Management, volume 23, issue 1, in 2005. DOI: 10.1016/j.jom.2004.09.003
The Creative Commons license below applies only to this version of the article.