Author(s): Mohamad Haswardi Morshidi, Haim Hilman, Yusmani Mohd Yusoff
Contemporarily, Strategic Orientation (SO) and co-operative sector have become essential topics among business academics and practitioners. This study investigates Strategic Orientation (SO) and Organisational Commitment (OC) on co-operative performance. In this study, SO’s components are Entrepreneurial Orientation (EO), Market Orientation (MO), and Learning Orientation (LO). Despite the importance of SO, research works that link these concepts to co-operative performance are very limited. In this regards, this study has discovered a positive relationship between SO and co-operative performance through extensive literature view, and has developed a conceptual model for empirical validations. This study serves not only to clarify the effects between SO and OC, but also explains the effects of OC on co-operative performance, which most studies have neglected. As a unique organisation, co-operatives have an advantage over other businesses, especially by applying the OC in co-operative activities to enhance co-operative performance significantly.