While entrepreneurial orientation (EO) has traditionally been defined and operationalized as a firm-level phenomenon, recent studies extended the construct to the individual-level (IEO). We theorize ...how teams might draw on the EO of their individual members, forming what we call Team EO, and pose that EO will manifest in corollary attitudes and behaviors among employees to enable its organizational pervasiveness. Building on social exchange theory, theories of organizational citizenship and extra-role behavior, we conceive and explore how risk-taking, proactiveness, and innovativeness within a team, in conjunction with its trust in the manager and commitment to company goals, affect performance. Results from an fsQCA analysis with 71 teams from a large service-sector company show that proactiveness and innovativeness serve as substitutes and need to be combined with a commitment to company goals to achieve high performance.
This study applies a network approach to develop a model that highlights the role of resource acquisition through networks as an important mediating mechanism through which entrepreneurial ...orientation influences firm performance. This approach provides an alternative explanation for the divergent findings of the EO-performance relationship. We also investigate how business and political ties, differently and configurationally, shape the relationship between EO and network resource acquisition. Empirical findings from a study of 251 firms provide general support for the hypotheses, highlighting the unique value of leveraging a network approach to reconsider the performance-enhancing mechanism of entrepreneurial orientation.
In today's highly competitive global environment, even small and medium-sized enterprises (SMEs) need to make product and process innovations in order to outperform the competition and satisfy global ...customers. Investigating the success factors of innovation performance has become critical for the survival and competitiveness of SMEs. The aim of this study is to explore the impact of the degree of internationalization (DoI) on innovation performance through the mediating factors of market and entrepreneurial orientation in the context of emerging-market SMEs. We tested our model and hypotheses with 235 SMEs in the United Arab Emirates, which is an emerging market. The results obtained from partial least squares estimates indicate that the degree of internationalization positively affects innovation performance and, more importantly, that this relationship is indirect and fully mediated by market and entrepreneurial orientation for SMEs. These results shed light on the mechanism of the effect of DoI on innovation performance in the emerging-market SME context.
•This is the first study that analyze the link between internationalization and innovation performance through mediators.•A theoretical model is developed where MO and EO act as mediating factors between internationalization and innovation performance.•The proposed model is tested with a sample of 235 SMEs in the United Arab Emirates.•The findings of the study show that the influence of internationalization on innovation is indirect and fully mediated by market and entrepreneurial orientation.•This model has been tested in an under researched context which is emerging-market SMEs.
•International Entrepreneurial Orientation and Network Capability positively influence SMEs International Performance.•International Market Orientation does not influence SMEs International ...Performance.•International Entrepreneurial Orientation directly influences International Market Orientation and Network Capability.•There exist interrelations between the strategic orientations that determine SMEs International Performance.
This study contributes to literature on the internationalization of SMEs by analysing the influence of International Market Orientation, Network Capability, and International Entrepreneurial Orientation on the International Performance of this kind of businesses. Particularly, both the direct effects of explanatory variables of International Performance and interdependence relations between them are analysed. Results obtained from a sample of 161 Mexican SMEs using SEM-PLS analysis show that the International Performance of this kind of businesses is favourably influenced by their Network Capability and International Entrepreneurial Orientation, but not by their International Market Orientation. Similarly, it is verified that interdependence relations exist among the explanatory variables of International Performance of SMEs, where positive impact of International Entrepreneurial Orientation is observed on Network Capability and the International Market Orientation of SMEs.
Purpose
– The purpose of this paper is to shed light on the different perceptions of entrepreneurial orientation (EO) of females compared to those of their male counterparts. EO and its links to ...performance are examined at the level of both the individual and the firm.
Design/methodology/approach
– Multiple linear regression analyses of a data set with 301 employees in different industries reveal significant differences between genders.
Findings
– EO has a positive impact on performance at both individual and firm levels of analysis. Females tend to perceive their individual EO as lower than males, but their self-evaluated work performance is higher than that of males. The firm’s EO is also perceived differently by men and by women, but the perceptions of firm’s performance are similar.
Research limitations/implications
– The results draw attention to the differences between individuals when they evaluate firm-level constructs like EO. While the sample is based on a small number of firms, the findings suggest that EO is neither pervasive throughout the firm nor gender-neutral.
Practical implications
– The different gender-related perceptions should be kept in mind when promoting entrepreneurially oriented behaviour within organizations. A strong focus on EO in entrepreneurship policy or education may discourage women.
Originality/value
– So far, multi-level organizational interrelationships have been substantially neglected with respect to the gender dimension.
Purpose
Despite growing scholarly interest in social entrepreneurs and the social enterprises (SE) they create, few studies have examined the hybridity of SE including, surprisingly, whether they ...adopt an entrepreneurial orientation (EO). One explanation for this may be the continuing lack of an appropriate scale measuring social entrepreneurship orientation (SEO). The purpose of this paper is to address this research gap by proposing an initial SEO scale based on input from scholars in the fields of entrepreneurship and social entrepreneurship.
Design/methodology/approach
This study employed mixed methods and a two stage design. In stage 1, a Delphi study with 18 researchers with expertise of investigating entrepreneurship and social entrepreneurship was used to generate constructs combining aspects of both social and EOs. In stage 2, the authors assessed the face validity of the derived items from the Delphi study by conducting a survey with 82 such experts.
Findings
This paper provides fresh empirical insights into how SEO can be measured by proposing, for the first time, a 12 item scale with four dimensions for the first time.
Research limitations/implications
The authors recommend that future studies employ quantitative methods, particularly with firms exhibiting differing levels of the “socialness” dimension which the authors propose and that such studies involve a variety of research informants. Statistical analysis of data collected across large sample sizes will help evaluate the reliability and validity of the scale which the authors propose.
Practical implications
This paper includes implications for future research based on the proposed SEO measurement scale.
Originality/value
This paper develops the first SEO scale based on empirical data collected from experts in the fields of entrepreneurship and social entrepreneurship.
Big Data Analytics Capabilities (BDAC) represent critical tools for business competitiveness in highly dynamic markets. In this connection, by leveraging on the Dynamic Capabilities View (DCV) this ...study analyses the relationship between BDAC and Business Model Innovation (BMI). It argues that the impact of BDAC (a lower-order dynamic capability) on BMI is mediated by Entrepreneurial Orientation (EO; a higher-order dynamic capability). The proposed model is assessed by PLS-SEM (symmetric) and fuzzy-set Qualitative Comparative Analysis (asymmetric) methods using survey data from 253 UK firms. Our findings demonstrate that BDAC have both direct and indirect positive effects on BMI, with the latter being mediated by EO. These results enrich the innovation management literature on Big Data (BD) by showing that BDAC influence company strategic logics and objectives, rather than depending on them, thus playing a significant role in creating value for companies and their stakeholders.
This research aims to gain a deeper appreciation of where the entrepreneurial orientation (EO) conversation has gained momentum based upon an analysis of its key conversational landmarks and the ...studies which have thus far provided its principal theoretical scaffolding. Drawing upon a bibliometric analysis of 62,499 citations from all 822 publications on EO existing so far, thereby building the most comprehensive overview of EO studies collected to date, we are able to identify which studies, journals, and disciplines have offered critical landmarks within the conversation. Moreover, we categorize these influential landmark studies into four primary areas, namely “Defining pieces”, “Methods and measurement”, “Contingencies”, and “Impact”, and discuss how prominent landmarks within the EO conversation have created the current theoretical scaffolding upon which EO research is now building. Notably, our study observes Schumpeter (1934) theory of entrepreneurship and innovation as ‘creative destruction’ as well as Barney (1991) resource-based view (RBV) as landmarks within EO’s present theoretical scaffolding.
•In-role performance and intrapreneurship are distinct dimensions of performance.•IEO is positively associated with in-role performance and intrapreneurship.•ESE is indirectly associated with in-role ...performance and intrapreneurship via IEO.
Recently, scholars have extended the concept of entrepreneurial orientation to the individual level. Yet, how individual entrepreneurial orientation (IEO) contributes to employee performance is not well understood. Building on role theory, we develop a novel typology of employee performance that distinguishes between employee behavior aimed at achieving in-role performance and employee engagement in intrapreneurial activities. To test how IEO affects the different performance prototypes of this typology, we collected survey and archival data on IEO, entrepreneurial self-efficacy (ESE), employee in-role performance, and engagement in intrapreneurship in a Dutch subsidiary of an international consultancy firm. Our results show that IEO is positively associated with in-role performance and intrapreneurship. ESE is also positively associated with in-role performance and intrapreneurship, albeit indirectly via IEO. These results mark an initial step in unraveling the impact of IEO on employee and firm performance, as well as why different outcomes occur as a result of IEO.
Findings in management and psychological research support an integrated model of firm level as well as individual level variables in order to predict firm performance. However, previous research has ...not integrated the strategic firm-level entrepreneurial orientation as the strategic decision and CEOs' individual traits of dominance and self-efficacy as the managerial ability so far. We fill this void by applying a fsQCA to investigate the dependencies of CEOs' personality and firm orientations in a small firm context (N=723 CEOs). In young firms, all paths explaining firm performance consist of a combination of firm and individual variables. Established firms either pursue a proactive strategy or rely on a dominant, self-confident manager. Our findings support an integrated view on firm performance as dominance and self-efficacy of CEOs serve as essential individual factors in addition to strategic decisions aligned to entrepreneurial orientation (EO).
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