•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.
Research on entrepreneurial mindset (EM) has proliferated in recent years. Its importance rests on a key assumption: EM matters for entrepreneurial behavior. However, to date, EM conceptualizations ...remain fragmented, and theories delineating the relationship between EM and the behaviors underpinning entrepreneurship are limited. In this article, we conceptualize EM as a goal orientation formed through dispositional beliefs about entrepreneurship and opportunity beliefs, which results in entrepreneurial behaviors. We draw upon recent advances in entrepreneurial orientation (EO) research at the individual level as a model for dispositional beliefs. Further, we theorize the origins, mechanisms, manifestations, and effect of EM. Finally, we discuss important implications for stakeholders interested in leveraging EM to stimulate entrepreneurial activity and lay out a research agenda for future development of our disposition-based framework.
This research examines the integrated effects of external network ties and entrepreneurial orientation (EO) on innovation performance. It also investigates how environmental dynamism affects the ...network ties-EO-innovation performance relationship. Drawing on the dynamic capability perspective of EO and the contingency view of network ties, we posit that business ties influence innovation performance through EO, while political ties affect innovation performance through business ties and EO. Moreover, we hypothesize that the indirect effects of business ties (through EO) and political ties (through business ties and EO) on innovation performance are stronger in more dynamic environments. Using a sample of 218 industrial firms from China, the findings support our arguments. Our in-depth examination of the relationship between network ties, EO and innovation performance results in some theoretical and managerial implications for discussion.
Prior research articulated the importance of developing a big data analytics capability but did not show how to cultivate this development. Drawing on the literature on this topic, this study ...develops the concept of Big Data capability, which enhances our understanding of Big Data practice beyond that captured in previous literature on the concept of big data analytics capability. This study further highlights the strategic implications of the concept by testing its relationship to three strategic orientations and one aspect of organizational culture. Findings show that customer, entrepreneurial, and technology orientations, and developmental culture are important contributors to the development of Big Data capability.
The resource-based theory states that having valuable, rare, inimitable, non-substitutable, and organized (VRIN-O) resources and capabilities give firms a sustainable performance. However, by ...integrating the attention-based view, we raise a question as to why VRIN-O resources alone are not sufficient for sustainable performance. We introduce the variable - decision-makers’ attention- as a key moderator in achieving sustainable performance so that VRIN-O/capability and capability/resource heterogeneity may last longer. To test this relationship, we examine how the needs of firms to balance their exploration and exploitation efforts, called relative exploration anchored to resource-based theory is influenced by CEO’s attention towards entrepreneurial orientation and market orientation as moderators. Using a panel data set of 269 firms listed on the Nordic NASDAQ stock exchange, we find an inverted U-shaped relationship between relative exploration and long-term performance, while the attentions of the CEO have a positive moderation effect. Thus, using the attention-based view complements the resource-based theory in explaining sustainable competitive advantage especially in the dynamic environment.
•New ventures face competitive and external challenges as they seek high performance.•This requires a holistic set of market and non-market strategies.•We employ an asymmetric configurational ...perspective to analyze these strategies.•We identify six different strategy configurations for high performance.
New ventures face a variety of competitive and external challenges as they seek high performance. This requires an assortment of market and non-market growth strategies best aligned with the complex environments they face. However, rather than holistically evaluating these multiple drivers of high performance, past research has primarily focused on a narrow subset of strategies and environmental conditions. We attribute this to a mismatch between studying causally complex relationships with conventional symmetric regression methods. Instead, we advocate for an asymmetric configurational perspective that tests the causal complexity of high and not-high venture performance. We employ fuzzy-set qualitative comparative analysis (QCA) to detect different strategy configurations of entrepreneurial orientation, market orientation, and political networking amid complex environments of hostility, dysfunctional competition, and lack of institutional support for nearly 200 Chinese new ventures. Instead of a one-size-fits-all approach with an “either/or” trade-off, our main findings reveal six pathways with different configurations for high performance: either entrepreneurial or market orientation – or both – are necessary for high performance, and there are no consistent pathways for unsuccessful ventures. This offers a more complete picture of how new ventures operate and explains why individually conflicting results can be true collectively. We also demonstrate how configurational theory and methods can be employed to analyze the complexities of entrepreneurship.
This article analyzes firm entrepreneurial orientation across different contexts. In the light of the existing literature on entrepreneurship and institutional theory, it departs from the hypothesis ...that the context in which firms operate determines the importance of each dimension comprised in the multidimensional concept of entrepreneurship orientation, thus moderating its effect of on firm performance. The sample for this study is composed of both small and medium-sized firms from three countries: China, Mexico, and Spain. In the means of testing our hypothesis and thus quantifying the moderating effect of context, a structural equation model PLS-SEM technique and, specifically, a multigroup analysis approach has been implemented. The results have led us to confirm an overall positive effect of entrepreneurial orientation on firm performance regardless of firm context. However, the context of a firm certainly acts as a moderator by determining the effect of entrepreneurial orientation on firm performance. This effect is explained by the conditioning power of context over innovation, proactiveness, and risk-taking, the three main factors defining firm entrepreneurial orientation across contexts.
Some scholars hold that dynamic capability (hereinafter DC) is one of the keys to achieving competitive advantage (hereinafter CA) and consequently, performance in strategic management. However, the ...definition and effects of DCs and the role of environmental dynamism are still under discussion. In the context of a Portuguese-like economy and from a strategic process perspective, this study defines dynamic capability as the potential to systematically solve problems, enabled by its propensity to sense opportunities and threats, to make timely decisions, and to implement strategic decisions and changes efficiently, thereby ensuring the right direction. Moreover, the ambidexterity view, exploring the indirect impact of exploitative and explorative capabilities, mediated by creativity and innovation competences (hereinafter IC) gives evidence of the influence on CA and firm's performance. Using an empirical study of 387 enterprises in Portugal, it was found that DCs, creativity and IC do significantly, positively, affect performance, while entrepreneurial orientation (hereinafter EO) is a moderator.
•We uniquely explore crowdfunding from the lens of small medium enterprises (SMEs)•We focus on the antecedents of crowdfunding campaign success (CFS) for SMEs.•Entrepreneurial orientation (EO) and ...manager’s perception of social media (CSM) influence CFS.•Empirical analysis using a sample of 322 SMEs shows that EO and CSM influence CFS.•CSM mediates the relationship between EO and CFS.
This study examines how entrepreneurial orientation (EO) works through firm managers’ perceived contribution of social media (CSM) and influences crowdfunding success in the context of pre-existing Small and Medium-sized Enterprises (SMEs). As a construct, EO has evolved over the last three decades. We build on recent conceptualizations where it is posited as a behavioral construct that motivates directed actions. We propose that EO fosters actions and routines that predict crowdfunding campaign success, and that this relationship is mediated by the perceived contribution of social media to a firm's campaign success. To test these assertions, we surveyed professionals from 322 firms who had conducted crowdfunding campaigns. We created and validated our own 7-item scale for crowdfunding success where we used pre-existing scales for EO and CSM to test our assertions. We found that the CSM mediates the relationship between EO and crowdfunding success (CFS). These findings contribute to the literature on strategic entrepreneurship, innovation, and media strategy.
PDF
