Performance outcome of entrepreneurial behavior of SMEs in a developing economy: the role of international mindset
Journal of Strategy and Management
ISSN: 1755-425X
Article publication date: 11 January 2021
Issue publication date: 3 May 2021
Abstract
Purpose
Despite the burgeoning stream of research on the relationship between entrepreneurial behavior (EB) and performance, the linkage between entrepreneurial behaviour, international mindset and performance is still underexplored. Therefore, this study investigates how the international mindset moderates the relationship between entrepreneurial behavior and performance.
Design/methodology/approach
The study's model is tested on a sample of 257 small and medium enterprises (SMEs) in an emerging economy – Ghana – using a three-stage least squares estimator.
Findings
Results indicate that an international mindset primarily fosters entrepreneurial behavior in driving performance over and above the unique positive contributions of entrepreneurial behavior and international mindset. Specifically, the study finds that at high levels of international mindset, the positive effects of innovativeness and risk-taking elements of entrepreneurial behavior becomes strengthened. The international mindset's moderating role on the entrepreneurial behavior-performance linkage shows that the international mindset makes SMEs more innovative and open to risk, hence affecting performance positively.
Originality/value
The study demonstrates that, in the SME sector in the emerging economies, the relationship between the individual dimensions of entrepreneurial behavior and performance is contingent upon the role international mindset play in such a relationship. Further, this study explores how international mindset interacts uniquely with the EB (innovativeness, risk-taking and proactiveness) to predict performance.
Keywords
Citation
Agyapong, A., Maaledidong, P.D. and Mensah, H.K. (2021), "Performance outcome of entrepreneurial behavior of SMEs in a developing economy: the role of international mindset", Journal of Strategy and Management, Vol. 14 No. 2, pp. 227-245. https://doi.org/10.1108/JSMA-07-2020-0173
Publisher
:Emerald Publishing Limited
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