Kesan penyederhana orientasi pasaran dan penyertaan ahli-ahli terhadap hubungan antara orientasi keusahawanan dan prestasi perniagaan firma koperasi

Business performance plays an important role for the survival of a firm's operations. In relation to that, this study focuses on the aspect of business performance among co-operative firms. The objectives of this study are to measure the relationship between entrepreneurial orientation (independent variable) and market orientation and the participation of the members (moderators) toward business performance. The entrepreneurial orientation strategies consist of five constructs: innovativeness, proactiveness, risk-taking, autonomy and competitive aggressiveness, while market orientation involves three constructs: customer orientation, competitor orientation and coordination between departments, and the participation of the members which contains one construct. This study involved a sample of 331 out of 2,561 micro-, small- and medium-sized co-operative firms in the northern region of Peninsular Malaysia. A test on the hypotheses was conducted through multiple and hierarchical regression analysis. In the first step, the regression analysis results showed that three control variables, which included small-sized, medium-aged and young-aged firms influenced the business performance. Meanwhile, in the second step, the analysis revealed that two entrepreneurial orientation constructs: innovativeness (ß = .072, p <.05) and proactiveness (ß = .082, p <.05) were directly and positively related to a higher business performance. Furthermore, the third step showed that only customer orientation was significantly related to business performance. Lastly, the fourth step successfully traced the moderate interaction of the coordination between departments towards the relationship of risk-taking with business performance (ß = 2.526, p <.01) and autonomy with business performance (ß = -2161, p <.01). This study highlighted the positive role of innovativeness and proactiveness constructs in improving the business performance of the co-operative firms. In addition, this study also revealed the need to make alignments in firms' behavior of coordination between departments. This is caused by the results of moderate interaction which was significant but not parallel with each other; positive (with risk-taking and business performance and negative (with autonomy and business performance). The theoretical and management implications in detail as well as recommendations for future research are also discusse