Managerial Modelling in Sustainable Development

Managerial Modelling in Sustainable Development

Examining the Impact of Entrepreneurial Orientation on Innovation Performance with the Mediating Role of Learning Orientation and Strategic Alignment in Small and Medium-Sized Enterprises in Ahvaz

Document Type : Original Article

Authors
1 Assistant Professor, Department of Management, Institute for Higher education, ACECR, Khouzestan, Iran Mahta_joodzadeh@yahoo.com
2 Master of Business Administration (MBA), Marketing, Islamic Azad University, Ahvaz Branch, Ahvaz, Iran sajadsoleimani1988@gmail.com
Abstract
EXTENDED ABSTRACT
Background and Objectives: Innovation capability plays a significant role in corporate performance by enhancing the products and services offered. The primary objective of this study is to examine the impact of entrepreneurial orientation on innovation performance, considering the mediating roles of learning orientation and strategic alignment within small and medium-sized enterprises (SMEs) in Ahvaz.
Materials and Methods: This is an applied study utilizing a survey-based methodology. The statistical population comprises managers from 676 SMEs in Ahvaz, with a determined sample size of 245 individuals. Data analysis was conducted using structural equation modeling (SEM), with SPSS and AMOS software employed to assess the model's fit.
Results: The findings indicate that entrepreneurial orientation influences innovation performance, learning orientation, and strategic alignment. Furthermore, learning orientation and strategic alignment were found to impact innovation performance. Additionally, learning orientation and strategic alignment act as mediators in the relationship between entrepreneurial orientation and innovation performance.

Conclusion: The analysis results indicate that entrepreneurial orientation has a positive and significant impact on the innovation performance of small and medium-sized enterprises (SMEs) in Ahvaz. This orientation plays a crucial role in identifying potential market opportunities, expanding into new activities, and enhancing competitive advantage—all of which drive the rapid growth of these enterprises. Consequently, managers can utilize the findings of this study in their strategic planning.
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  • Receive Date 21 June 2026
  • Revise Date 07 September 2026
  • Accept Date 23 September 2026
  • Publish Date 23 August 2026