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Entrepreneurial orientation (EO) plays an important role in explaining firm performance. In this study, we investigate the relation between EO and performance at the strategic business unit (SBU) level and examine the influence of decision-making mode and social capital of the focal business unit manager. Adopting the attention-based view (ABV) as our main theoretical perspective, we examine the impact of decision-making mode (i.e., participative vs. autocratic) on the EO–performance relation. In addition, we investigate the extent to which strong network ties with actors at lower, similar, and higher hierarchical positions, respectively, enable SBU managers to effectively engage in participative decision-making processes when leveraging EO. Our findings based on 119 SBUs of one large international company provide nuanced insights into how local conditions interact to shape EO’s influence on performance.

The purpose of this paper is to focus on the risk decision making of entrepreneurial team, deconstruct the intermediate process mechanism of cognitive adaptability in promoting risk decision making and reveal the role of opportunity identification and entrepreneurial efficacy in the decision-making process, which clarifies how cognitive adaptability affects decision-making speed and effect.

This study establishes a relationship model among entrepreneurial team’s cognitive adaptability, opportunity identification, entrepreneurial efficacy and risk decision making, and selects 316 entrepreneurial teams to empirically study the relationship among core variables using Bootstrap analysis and Johnson–Neyman technology.

Cognitive adaptability though has no direct impact on risk decision-making speed, whereas it directly affects risk decision-making effect; opportunity identification has a full mediating effect between cognitive adaptability and decision-making speed, and a partial mediating effect between cognitive adaptability and decision-making effect; entrepreneurial efficacy plays a moderating role between opportunity identification and decision-making speed, and a same role between opportunity identification and decision-making effect.

First, in setting the research model, the study does not take other moderators into consideration, which might be improved. Second, the study ignores the origin and formation of entrepreneurial team’s cognitive adaptability, the predisposing factors of which might be discussed in the future research.

The practical implication of this paper is to guide the entrepreneurial team to turn their focus on the impact of highly implicit cognitive adaptability on decision making, which might be divided into two aspects: the first is to enhance the cognitive adaptability of the entrepreneurial team, cultivate team members’ self-examination awareness and self-monitoring habits. The second is to strengthen team’s psychological capital and value the cultivation of entrepreneurial efficacy.

This paper breaks through the team process and structure perspectives, explores the driving mechanism of entrepreneurial team risk decision making from team cognition perspective, and deconstructs the logical framework of cognitive adaptability’s influence on risk decision making. This paper applies Johnson–Neyman technology to quantify the mediating effect entrepreneurial efficacy exerts on cognitive adaptability and decision-making speed, as well as on cognitive adaptability and decision-making effect.

This study aims to investigate the impact of entrepreneurs’ decision-making styles on enterprise performance and suggests several entrepreneurial ecosystems – factors are impacting this relationship. The authors extend this line of work by examining how regional entrepreneurial culture, educational institutional support and business and social networks mediating the relationship between entrepreneurs’ decision-making style and small medium enterprises (SME)s’ financial performance.

The data were collected through an e-survey of SME owners in New South Wales, Australia. This study developed a model combining a set of entrepreneurial ecosystem factors, entrepreneurs’ decision-making styles and SMEs’ financial performance. Data were analysed using partial least square structural equation modelling.

The results suggest regional entrepreneurial culture, educational institutional support and business and social networks mediate the relationship between entrepreneurs’ decision-making style and SMEs’ financial performance. Hence, this study developed a more complete methodical understanding of entrepreneurs’ decision-making styles and their impact on SMEs’ financial performance. This study provides deeper insights into the conditions and processes by which an entrepreneurs’ decision-making style impacts SMEs’ financial performance.

The focus of this study was to understand the relationship of entrepreneurs’ decision-making styles on SMEs’ financial performance. The authors identified that the entrepreneurs’ decision-making style positively impacts SMEs’ financial performance. This study augments the body of knowledge by proposing ways in how the entrepreneurs’ decision-making style can be more strengthened.

Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process.

Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses.

The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction.

Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

Employee entrepreneurship has recently become an emerging area of investigation. However, due to the fragmentation of the turnover and entrepreneurship literature, no coherent theoretical framework has been developed to provide an adequate description of the employee entrepreneurial process. The purpose of this paper is to gain a deeper understanding of why and how an employee in an established organization progresses toward starting a new venture by exploring the key decision-making processes during the initial stages of employee entrepreneurship.

This study addresses the following research questions: What are the key decision-making processes during the initial stages of employee entrepreneurship? How are these decisions made, and how do they interact? This study employed a multiple case study approach, which enabled the authors to gain valuable insight into these “what” and “how” questions. The data consist of 28 in-depth employee entrepreneurship cases.

Based on an in-depth study of 28 cases, this study constructs a comprehensive model of the dynamic and interactive decision-making processes that lead to employee entrepreneurship. In particular, the findings reveal that rather than being a linear staged activity, employee entrepreneurship is an inherently iterative process that involves a set of interrelated subdecision-making processes related to turnover, team entrepreneurship and partner recruitment that entail multiple iterations and feedback loops based on an individual's cognitive judgment.

By illustrating and clarifying the importance of the effects of different initial motivations and the attributes of the network in the course of the employee entrepreneurship decision-making process, this study integrates the turnover and entrepreneurship literature and makes significant contributions to the current literature on employee entrepreneurship. Moreover, this study complements research investigating entrepreneurial team formation by providing a detailed understanding of how the lead entrepreneur and the prospective partner make mutual choices during the entrepreneurial team formation process.

The accelerating past globalisation had pressurised various types of enterprises, including state-owned enterprises (SOEs), to adopt appropriate decision-making approaches for their internationalisation strategies. The present book chapter illustrates the role that an entrepreneurial approach played in the decision-making process about the international expansion of an incumbent and large, SOE after its initial internationalisation. The case of a formerly state-owned telecommunication enterprise from Scandinavia will be explored that highlights aspects of entrepreneurial decision-making, internal organisational changes, and the influence of individual managers within the executive management team which influenced the process of internal decision-making. The empirical chapter makes important contributions to notably the practice of entrepreneurial decision-making for internationalisation; it unveils the complexities of internal decision-making processes, including the struggles between individual managers, and thereby provides a better understanding for management practitioners about decision-making for competitiveness and growth during the internationalisation of large, yet inexperienced enterprises.

The purpose of this study is to build a proposal for an integrated analysis / evaluation / decision / implementation framework to suit entrepreneurial companies intending to redefine their strategic behaviours and their competitive schemes in the global environment.

A conceptual approach, based on theoretical perspectives relating to globalisation-based management and decision-making of entrepreneurs, is adopted.

The paper presents a conceptual framework useful for supporting entrepreneurial decisions for global strategies, drawing on an integrated analysis of external environment and internal components, with a specific focus on the entrepreneur's characteristics in terms of cognitive and emotional profiles. It is suggested to adopt a logical process aimed at identifying which strategic levers are available for entrepreneurial players to implement their strategies.

Entrepreneurial decision-making may benefit from an integrated framework which helps entrepreneurs, who aim to compete in the global marketplace, to explore and exploit all the key factors useful to defining their strategies.

There is a lack of decision-making frameworks that put the entrepreneur at the centre and, at the same time, present a potential balance between the external factors (globalisation drivers and local opportunities) and the resources and competences required to manage risks and difficulties of the global environment (internal factors). The originality of the proposed framework consists in filling this gap. Moreover, this framework can be useful for “re-born global” or “global-again” firms that are currently a neglected typology of studied firms.

The article examines the entrepreneurial decision-making in the Greek tourism and hospitality sector during a period of an economic crisis.

The nationwide study includes the responses of 503 entrepreneurs engaged in the Greek travel, tourism and hospitality industry. The research employs fuzzy-set Qualitative Comparative Analysis (fsQCA), and examines trust, enterprising negotiation power, tourism decision-making considerations and crisis effects. It also includes the categorical data of operational mode and company type.

The analysis has generated three different pathways for entrepreneurial decision-making during crisis in the Greek tourism and hospitality sector. These pathways are (1) crisis conditions, (2) enterprising operations and focus and (3) enterprising capabilities.

Due to the limited employment of fsQCA in the tourism sector, its full potential is still to be explored.

The study provides three different pathways that Greek tourism entrepreneurs select for their decision-making according to the characteristics of their firms and their market orientation.

Theoretically, the study contributes by enhancing understanding of entrepreneurial decision-making during periods of crisis. In the methodological domain, the research employs fsQCA, which has only recently started to be used in tourism and hospitality, and generally the service sector.

This study aims to examine the impact of regulatory, normative and cultural cognitive institutions and firm and individual factors on entrepreneurial behavior.

Using the quantitative research method, the authors collected data from 316 micro, small and medium enterprises (MSMEs) in Kosovo, a transition economy, through a cross-sectional research design. The authors performed exploratory factor analyses, correlation and regression analyses on the data using SPSS 26 and STATA software.

The research findings indicate that, within transition economies, normative and cultural-cognitive institutions have a positive impact on entrepreneurial behaviors. The authors could not determine the effect of regulatory institutions on entrepreneurial behavior. The authors also discovered that young firms are more inclined toward entrepreneurial behavior than older firms, and micro firms display a stronger entrepreneurial behavior than small firms. Furthermore, family businesses showed a greater tendency for entrepreneurial behavior than nonfamily firms. Interestingly, when the rational decision-making interacts with regulatory institutions, the effect on entrepreneurial behavior is negative.

This study employed a cross-sectional approach to investigate the influence of macro, meso, and micro-level factors on entrepreneurial behavior within a transitioning community across three industries. Future studies could replicate these findings within comparable institutional contexts, employing longitudinal studies that include additional variables beyond those considered in our present study.

Considering the importance of MSMEs for a country’s economic and sustainable development, the authors provide some policy implications. The authors recommend managers carefully evaluate the information gathered while they decide and also increase their capabilities concerning digitalization, which is crucial for their firm’s survival, growth and sustainable competitive advantage.

This paper contributes to the literature and shows and analyses entrepreneurial behavior at institutional (macro), firm-level factors (meso) and managers' rational decision-making (micro), providing evidence from a transition community.

The purpose of this paper is to adopt a collective perspective in the study of entrepreneurial decision-making processes and empirically analyse the ways in which social relationships between family members can shape their collective entrepreneurial decision-making behaviour (ED).

This paper considers the family social capital (FSC) in inducing overall conformity to the focal family member's decision to exploit an opportunity. In terms of the seminal construct of social capital, the authors propose three FSC dimensions that can be used to induce conformity: structural, relational and cognitive dimensions. Then, the authors design questionnaires to collect data pertaining to the relationships between the family members' ED and the FSC. Finally, the authors collect 152 valid questionnaires from Chinese family firms.

The data analysis consists of two parts. The first section of this paper analyses conformity by testing the discriminant validity of models. Regression analysis is then used to test the relationship between family members' ED and the FSC. Significant relationships between the cognitive dimension of FSC and the entrepreneur's decision-making are found.

The research contributes towards academic literature concerning both entrepreneurship and social capital. On the one hand, this paper is one of the rare pieces of entrepreneurial research that responds to the call for the study of entrepreneurship from a collective perspective. On the other hand, our study quantitatively tests the impact of FSC at a multidimensional level. It provides conclusions regarding the social influence of other family members and provides insights into social capital by studying entrepreneurship from a social/community perspective.