Managerial Capabilities and Market Orientation in Mediating

Entrepreneurial Orientation with Business Performance of Coffee

Processing SMEs in Pupuan

Made Putri Ariasih, Ni Nyoman Kerti Yasa, Ketut Rahyuda, I G. A. K. Giantari

and

Ketut Adi Ananta Shantika

Faculty of Economics and Business, Udayana University, Bali, Indonesia

Keywords: Entrepreneurial Orientation, Managerial Capabilities, Market Orientation, Business Performance, Coffee

Processing.

Abstract: Role analysis as well as the influence of managerial capabilities and market orientation in mediating

entrepreneurial orientation with business performance on coffee processing SMEs in Pupuan and explaining

the role of managerial capabilities and market orientation in mediating entrepreneurial orientation with

business performance on coffee processing SMEs in Pupuan is the purpose of this study. The data of this

research were collected through questionnaire method by using samples of 52 owners and managers in 26

units of coffee processing SMEs in Pupuan. Partial Least Square statistical analysis tool is used in this study

and then tests the mediation effect. The result of this research concludes that managerial capabilities and

market orientation have a positive and significant influence and act as partial mediator between

entrepreneurial orientation and business performance. The results also provide suggestions to continuously

improve high entrepreneurial attitude with managerial capabilities and market orientation for SMEs to be

able to improve business performance.

1 INTRODUCTION

National economic growth is largely determined by

the dynamics of the economy in areas sustained by

small and medium sized economic activities, i.e.

Small and Medium Enterprises (SMEs). SMEs play

important roles in the regional and national

economic and contribute substantial contributions in

terms of increasing employment, reducing

unemployment and distributing development

outcomes throughout Indonesia (Nur et al., 2014).

Therefore, SMEs have a very strategic role. The

sustainability of an SME is certainly illustrated in its

business performance. SMEs that have huge

potential for export are coffee processing SMEs in

Pupuan District, Tabanan Regency, Bali. However,

this potential is not necessarily able to improve the

performance of SMEs business. At this time SMEs

processing coffee in Pupuan experienced problems

related to weak performance caused by problems in

managerial and marketing aspects.

Suci (2009) states business performance as a

series of work functions of a company within a

certain period of time, which is reflected as the

achievement of success or as a failure. Sales growth,

asset growth and profit growth are used to measure

business performance, especially the performance of

small and medium business enterprises. The

importance of the role of entrepreneurial orientation

and its positive influence on business performance is

explained in several entrepreneurial researches e.g.

Andersen (2010); Nur et al. (2014); Umar (2014)

and Tricahyadinata et al. (2015). The study of

Hughes & Morgan (2007) and Frank et al. (2010)

show that entrepreneurial orientation indicators

provide a significant negative relationship to

business performance.

The development of entrepreneurial orientation

of SMEs is highly determined also by the

managerial capabilities of the SMEs entrepreneurs

themselves. The result of empirical study on the

influence of managerial capabilities has been stated

by Suci (2009), Maupa (2004) and Degravel (2011)

which shows entrepreneurial orientation gives

positive and significant influence on managerial

capabilities. In other researches, it is stated that the

350

Ariasih, M., Yasa, N., Rahyuda, K., Giantari, I. and Shantika, K.

Managerial Capabilities and Market Orientation in Mediating Entrepreneurial Orientation with Business Performance of Coffee Processing SMEs in Pupuan.

DOI: 10.5220/0008493003500356

In Proceedings of the 7th International Conference on Entrepreneurship and Business Management (ICEBM Untar 2018), pages 350-356

ISBN: 978-989-758-363-6

influence of managerial capabilities to the

performance is not significant, i.e. in research of Lo

(2012), Umar (2014) and Nuret al. (2014). The study

of Mithas et al. (2011) indicates that managerial

capabilities have an important role in developing the

company's capabilities. In addition, on the results of

the study Umar (2014) and Nur et al., (2014)

indicates managerial capabilities that are capable of

mediating well between the entrepreneurial

orientation of business performance.

Market orientation is defined as the

superior value created for the buyer to achieve

higher business performance over competitors

(Narver and Slater, 1990). The market orientation

consists of 3 indicators formed from the constructs,

i.e.: customer orientation, competitor orientation and

interfunctional coordination (Prakorsa, 2005).

Previous researches which show negative relation

between entrepreneurship orientation to business

performance are by Hassim et al. (2011); Affendy et

al. (2015); Matsuno et al., (2002); Pramesti and

Giantari (2016); Amin et al., (2016) found in the

results of their researches that there is influence of

mediation between entrepreneurial orientation to

business performance of SMEs.

Therefore, the research on strategy management

aims to identify the role of managerial capabilities

and market orientation in mediating entrepreneurial

orientation and business performance of coffee

processing SMEs in Pupuan. The study also creates

a hypothesis of relation between variables and tests

every hypothesis. Finally, we will discuss the

implications of the findings in this study.

2 RESEARCH HYPOTHESIS

Relations between Entrepreneurial Orientation

with Business Performance.

High entrepreneurial orientation will provide the

ability to gain new business opportunities that

directly affects the company's earnings, which

ultimately impact business performance positively

(Keh et al., 2007). Research from Kreiser et al.,

(2002) demonstrates that indicators i.e. innovative,

proactive and risk-taking are capable of improving

performance in a company. Research from Nur et al.

(2014) and Hassim et al., (2011) also shows that the

relations between entrepreneurial orientations with

business performance have a positive and significant

relation. Hence, hypothesis 1 can be stated as

follows:

H1: The entrepreneurial orientation has a positive

and significant impact on business

performance.

Relations of Entrepreneurial Orientation with

Managerial Capabilities.

Entrepreneurship is a personal incentive to be able to

acquire, manage and utilize existing resources. It

will certainly encourage the increase in managerial

capabilities which is more defined as the

identification and control of self (Suci, 2009).

Researches by Maupa (2004) and Degravel (2011)

mention the same results where entrepreneurial

orientation has a significantly positive impact on its

relations with managerial capabilities. Thus,

hypothesis 2 can be stated as follows:

H2: The entrepreneurial orientation has a positive

and significant influence on managerial

capabilities.

Relations between Entrepreneurial Orientation

with Market Orientation.

Gima and Ko (2001) states that companies which

aim to achieve better performance should be able to

apply entrepreneurial orientation by considering

market share, market entry and product quality

(Gima and Ko, 2001). Previous research by Riana

(2010) suggests that entrepreneurial orientation is an

important indicator in improving market orientation

proactively. Previous researches on the relations

between entrepreneurial orientation and market

orientation which has a significant positive impact

are discussed by Vitale et al., (2002); Nur et al.,

(2014) and Pramesti and Giantari (2016). Therefore,

from the description above, hypothesis 3 can be

stated as follows:

H3: The entrepreneurial orientation has a positive

and significant impact on market orientation.

Relations between Managerial Capabilities with

Business Performance.

Ability is a strong foundation to improve the

business performance of a company by doing self-

positioning according to the company's perspective

(Degravel, 2011). The research by Suci (2009)

shows that through good communication skills,

appropriate problem solving, ability to manage

pressure and time and ability to motivate others will

be able to improve business performance.

Researches by Mithas et al., (2011) and Emadzade et

al., (2012) also show that managerial ability is able

to positively and significantly influence business

Managerial Capabilities and Market Orientation in Mediating Entrepreneurial Orientation with Business Performance of Coffee Processing

SMEs in Pupuan

351

performance. Thus, the hypothesis 4 proposed in this

study is as follows:

H4: Managerial capabilities have a positive and

significant impact on business performance.

Relations between Market Orientation with

Business Performance.

A good business performance is strongly influenced

and emphasized by the application of market

orientations. The implementation of customer

orientation, competitor orientation and inter-

functional coordination significantly affects the

improvement of business performance (Prakosa,

2005). Jaworski and Kohli (1990) stated marketing

of a company puts more of an emphasis on market

orientation in improving business performance.

Researches from Riana (2010), Nur et al., (2014),

Umar (2014) and Pramesti and Giantari (2016)

indicated that market orientation has a positive

significant relationship to improving business

performance. Hence, according to the results of

previous researches, it can be stated hypothesis 5 in

this study as follows.

H5: Market orientation has a positive and significant

impact on business performance.

Relations of Managerial Capabilities Mediates

Entrepreneurial Orientation with Business

Performance.

Managerial capabilities are very important in a

business. A strong managerial base of planning,

operational capability and good communication can

improve business performance (Latif, 2002). An

entrepreneurial orientation based on effective

managerial skills is usually able to improve business

performance in Small and Medium Enterprises

(Neshamba, 2006). Previous research results from

Duygulu and Kurgun (2009); Suci (2009) and

Degravel (2011) also showed that entrepreneurial

orientation has a positive and significant impact on

business performance. Based on the previous

empirical study above, hypothesis 6 can be proposed

as follows:

H6: The entrepreneurial orientation has a positive

and significant impact on business performance

through managerial capabilities.

Relations of Market Orientation Mediates the

Entrepreneurial Orientation with Business

Performance.

Entrepreneurial activities and marketing activities

can be integrated to drive innovation within the

company aimed at improving the business

performance Gima et.al (2001). Olson (2010) stated

an important concept in running an entrepreneurial

orientation which aims to improve business

performance is to be based on a strong market

orientation. The previous empirical studies which

proves that there is an indirect relationship between

business performance where market orientation as a

mediating variable are researches from Idar et al.

(2012), Amin et al. (2016), Pramesti & Giantari

(2016) and Benito et al. (2007). Therefore, based on

empirical studies above, hypothesis 7 can be

proposed as follows:

H7: The entrepreneurial orientation has a positive

and significant impact on business performance

through market orientation.

From the description above of the literature

hypotheses and research hypotheses, the concept of

research framework is presented as shown below.

Figure 1: Conceptual Framework of Research.

3 RESEARCH METHOD

The research is categorized as an explanatory

research which sees the relation between

entrepreneurial orientation variables, managerial

capabilities and market orientation on business

performance. The data were collected by using

survey method which is considered as the most

appropriate or cross-sectional because it is very

suitable to test the research hypothesis with data

obtained at certain time range. The research is

located in Pupuan District, Tabanan Regency. There

we studied 26 units of coffee processing SMEs in

Pupuan as population as well as owners and

managers in coffee processing SMEs in Pupuan

which has been established for at least 3 years, so

there were 52 respondents. SPSS 22.0 and Partial

Least Square (PLS) are used because only small

numbers of sample are studied.

4 RESULTS

Based on the survey, the results indicate that 73.07%

coffee processing SMEs in Pupuan has been

ICEBM Untar 2018 - International Conference on Entrepreneurship and Business Management (ICEBM) Untar

352

established for 1-10 years with 1-5 workers. The

workers in coffee processing SMEs in Pupuan

(maximum 5 people) are dominated by male workers

by 80.8 % with the age of 38-47 years old, and the

highest education they have are at high school level.

The results of the seven hypotheses showed a

positive and significant influence. The test results

are shown in Table 1 and Table 2 for the test of

mediation effect. The result of the analysis on the

influence of entrepreneurial orientation shows

significant positive impact to business performance

as evidenced by the significance value of 0,038

<0,05; hence hypothesis H1 is accepted, where

entrepreneurial orientation gives significant positive

impact to acceptable business performance.

The hypothesis that mentions the fact that

entrepreneurial orientation has a positive significant

effect on managerial capabilities and entrepreneurial

orientation has a significant positive effect on

market orientation shows the same significance

value of 0.000 <0.05, therefore it is proven that

hypotheses H2 and H3 are acceptable.

Table 1: Path Coefficients.

Constructs

Original

Sample

t Statistics

Values

emarks

Entrepreneurial

orientation (X) →

Business

performance (Y

)

0,292 2,081 0,038

ccepted

Entrepreneurial

orientation (X) →

Managerial

capabilities (Y

)

0,770 12,283 0,000

ccepted

Entrepreneurial

orientation (X) →

Market orientation

)

0,737 8,543 0,000

ccepted

Managerial

capabilities (Y2) →

Business

performance (Y

)

0,299 2,241 0,025

ccepted

Market orientation

(Y2) → Business

performance (Y

)

0,382 2,838 0,005

ccepted

The relation of managerial capabilities to

business performance is indicated by the

significance value of 0.025 <0.05 i.e. 0.025, thus the

hypothesis H4 is accepted. Likewise with H5

hypothesis that states the relation of market

orientation to business performance is indicated by

the significance value of 0.005 <0.05 s, thus

hypothesis H5 can be considered as significant or

acceptable.

Table 2: Indirect Effects.

Construct

Original

Sample

t Statistics p Values Remark

Entrepreneurial

orientation (X)

→ Business

performance

)

0,512 5,353 0,038 Accepted

The effect of indirect relation between

entrepreneurial orientation and business

performance shows significant positive result with

coefficient value 0,512. The t-statistics

5,353>critical t-value 1.96, which indicates the

entrepreneurial orientation has indirect relation or

through significant positive mediation variables on

business performance through managerial

capabilities variables and market orientation

variables. Hence, H6 and H7 are proven and

acceptable.

Table 3: Mediation Effect of Managerial Capabilities Test.

Indirects Effect 0,770*0,299

(Entrepreneurial orientation → Managerial

capabilities = 0,770;

Managerial capabilities → Business performance =

0,299)

0,230

Direct Effect Before Entering Mediating

Variable

(Entrepreneurial orientation → Business

performance=0,544)

0,544

Total Effects

Variance Accounted For Method (VAF) = Indirect

Effect/Total Effect = 0,230/0,774

0,774

0,3

Table 3 shows the managerial capabilities of

mediating the relation between entrepreneurial

orientation and business performance score 0.3 or 30

percent and indicates that managerial capabilities as

the partial mediator. This form of partial mediator

explains that managerial capabilities is not the only

mediator of entrepreneurial orientation’s relationship

with business performance of coffee processing

SMEs in Pupuan but there are other mediator

factors.

Table 4 shows the result of calculations of

mediation test on market orientation where market

orientation is the partial mediator between relations

of the entrepreneurial orientation and business

performance which results to 0.34 or 34 percent.

This result illustrates that market orientation only

Managerial Capabilities and Market Orientation in Mediating Entrepreneurial Orientation with Business Performance of Coffee Processing

SMEs in Pupuan

353

mediates the relation between entrepreneurial

orientation partially, and business performance is

one of the few factors that mediate the relation

between entrepreneurial orientation with the

performance business of coffee processing SMEs in

Pupuan.

Table 4: Mediation Effect of Market Orientation Test.

Indirects Effect 0,737*0,382

(Entrepreneurial orientation →Market orientation=

0,737;

Market orientation → Business performance =

0,382)

0,282

Direct Effect Before Entering Mediating

Variable

(Entrepreneurial orientation → Business

performance =0,544)

0,544

Total Effects

Variance Accounted For Method (VAF) = Indirect

Effect/Total Effect = 0,282/0,826

0,826

0,34

5 DISCUSSION AND

CONCLUSION

The entrepreneurial orientation has a positive and

significant impact on business performance. It

means the higher the innovation, proactive and risk-

taking values applied by the owners and managers of

coffee processing SMEs in Pupuan, the more

business performance will increase in coffee

processing SMEs. It also supports researches from

Kreiser et al. (2002); Nur et al., (2014) and Hassim

et al., (2011).

The entrepreneurial orientation gives positive

and significant influence to managerial capabilities.

It means the higher the values of entrepreneurship

orientation applied by the owners and managers of

coffee processing SMEs in Pupuan, the higher the

managerial capabilities of owners and managers of

coffee processing SMEs in Pupuan. This also

supports previous researches conducted by Suci

(2009 ); Maupa (2004) and Degravel (2011).

The entrepreneurial orientation gives positive

and significant influences to market orientation. It

means the better the innovative, proactive and bold

values of implementing the market orientation of

coffee processing SMEs in Pupuan, the more market

orientation of coffee processing SMEs in Pupuan.

This is also supportive of previous researches by

Nur et al., (2014); Vitale et al., (2002) and Pramesti

and Giantari (2016).

Managerial capabilities give positive and

significant influence to business performance. It

implies the better the values of managerial

capabilities in communication, determining personal

decisions, motivating employees, and managing

problems properly applied by the owners and

managers of coffee processing SMEs in Pupuan, the

higher the business performance of coffee

processing SMEs in Pupuan. It also supports the

research conducted by Mithas et al., (2011), Sacred

(2009), Degravel (2011), Emadzade et al., (2012).

Market orientation has a significant positive

impact on business performance. This indicates that

the better the values of customer orientation, to

competitors and inter-functional coordination

applied by the owners and managers of coffee

processing SMEs in Pupuan, the higher the business

performance of coffee processing SMEs in Pupuan.

It also supports researches conducted by Nur et al.

(2014), Umar (2014) and Pramesti and Giantari

(2016).

The managerial capabilities show the skill to

mediate partially. Through managerial capabilities,

the relation of entrepreneurial orientation has a

significant positive impact on business performance.

This indicates that the higher the innovative,

proactive and risk-taking values applied by the

owners and managers of coffee processing SMEs in

Pupuan through direct or mediated managerial

capabilities, the higher the business performance of

coffee processing SMEs in Pupuan. It supports the

research conducted by Latif (2002); Duygulu and

Kurgun (2009) and Degravel (2011).

The market orientation indicates being able to

mediate partially. Through market orientation, the

relation of entrepreneurial orientation provides a

positive and significant impact on business

performance. It indicates that the higher the

innovative, proactive and risk-taking values applied

by the owners and managers of coffee processing

SMEs in Pupuan through direct or mediated market

orientation, the higher the business performance of

coffee processing SMEs in Pupuan. It also supports

the research conducted by Benito et al., (2007),

Osman et al., (2011), Amin et al., (2016), Pramesti

and Giantari (2016).

6 LIMITATIONS AND FUTURE

RESEARCH

The study also has limitations where this research is

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354

only done in a certain time point (cross sectional),

while the environment can change at any time

dynamically, and the scope of research is only done

on coffee processing SMEs located in Pupuan

District, Tabanan Regency. Hence the results of this

study cannot be generalized to coffee processing

SMEs outside Pupuan District.

According to the results of the research that has

been obtained, suggestions that can be given to SME

owners and managers to focus more and emphasize

these dominant indicators without forgetting to

improve weak indicators in order to improve overall

business performance. Efforts to support the

development of coffee processing SMEs in Pupuan

District must include synergies and proactive actions

between local government and community in

Pupuan District in particular as this is the key to

success in improving business performance.

Second, the advice for academics is that future

research needs to be considered to use other

constructs, i.e. the skill of technological innovation

that can mediate the relationship between

entrepreneurial orientation and business

performance. In addition, enterpreneurial orientation

can be positioned as the mediation between

managerial capabilities and business performance.

Future research may also extend research orientation

within a wider range of populations and conduct

research on different types of SMEs in other areas;

hence the findings of this study may be different

than those in other areas.

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