Abstract
Firms maximize the benefits of resource complementarity by deploying unique resource configurations to achieve competitive performance. Among many organizational resources, the performance implications and unique interplay that exist between different strategic orientations and strategic capabilities have not been explored far. The existing literature provides only scattered evidence of how different strategic orientations complement each other in achieving superior firm performance. Using a configurational perspective, this study investigates the joint effect of strategic orientation (e.g., market orientation (MO), technology orientation (TO) and entrepreneurial orientation (EO)) and strategic capabilities on firm performance in contingency with environmental dynamism. The fs-QCA results revealed that several combinations of strategic orientations and strategic capabilities lead to high firm performance in the presence of both high and low levels of environmental dynamism. The current study provides a better understanding of how the joint interaction among strategic resources influences organizational performance and offers configurations that are more effective in achieving competitive performance outcomes.