Purpose – The purpose of this paper is to extend the understanding of relationships betweenentrepreneurial orientation (EO) and performance, and between market orientation (MO) andperformance in different market contexts that set boundaries for performance.

Design/methodology/approach – The paper presents a review of studies containing empiricalresearch incorporating EO, MO, market context and firm performance.

Findings – Patterns regarding content of previous studies of the issue are outlined, and crucialresearch gaps are identified. These concern a lack of focus on relationships between EO/MO andperformance of foreign units.

Research limitations/implications – First, further studies on international strategy need todevelop EO/MO components that are consistent with foreign units’ value-adding roles. Second, theimpact of dynamism originating from competitors in foreign markets needs attention. Third, directimpacts of market dynamism on performance of foreign units, and moderating roles of EO/MO need tobe studied.

Practical implications – International competitiveness of the firm as a whole would benefit fromhigher performance of foreign units that may be achieved through aligning EO/MO with local marketcontexts.

Originality/value – Meta-analyses show that it is difficult to establish universal direct relationshipbetween EO/MO and performance and that the importance of market context is underestimated. Thepaper provides opportunities for further studies that may clarify underlying contingency mechanisms.