Strategic orientations and sustainable performance: evidence from ethnic minority enterprises

Abstract This study investigates the role of strategic orientations in driving sustainable performance among Ethnic Minority Firms in Uttarakhand, India. Grounded in the Resource-Based View, Dynamic Capability Theory, and Strategic Orientation Theory, the study examines how Entrepreneurial Orientation, Market Orientation, and Technological Orientation collectively influence firm performance in resource-constrained and culturally distinct contexts. A quantitative research design was employed, with data collected from 293 ethnic minority entrepreneurs operating in handicraft, woodcraft, and agri-based enterprises across Uttarakhand. The data were analysed using Exploratory Factor Analysis, Confirmatory Factor Analysis, and Structural Equation Modelling. The findings reveal that both Entrepreneurial Orientation and Market Orientation have a significant positive impact on sustainable firm performance. Additionally, Technological Orientation plays a partial mediating role, strengthening the relationship between strategic orientations and performance outcomes. The study concludes that the integration of entrepreneurial, market-driven, and technological strategies is essential for enhancing the sustainable performance of ethnic minority firms. The findings offer actionable insights for policymakers, development practitioners, and entrepreneurs seeking to promote inclusive growth, digital transformation, and long-term competitiveness in ethnic minority entrepreneurship.