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This study aims to present a research model to investigate the potential impact of human capital, structural capital and social capital on e-banking proactiveness. In addition, it reveals the potential impact of e-banking proactiveness on competitive intelligence and competitive agility. Also, it aims to explore the impact of competitive intelligence on competitive advantage and competitive agility. Finally, the impact of competitive agility on competitive advantage will be examined.

In order to gather data, a questionnaire was prepared and administered to 211 respondents in Jordan. The research model and hypotheses were then assessed using Structural Equation Modeling – Partial Least Squares (SEM-PLS).

The study demonstrated a significant impact of human capital, structural capital and social capital on e-banking proactiveness. The findings confirm that e-banking proactiveness significantly impacts competitive intelligence and achieving competition. Moreover, the findings confirm that competitive intelligence significantly impacts competitive agility. Also, the findings revealed a substantial relationship between competitive intelligence and competitive advantage. Finally, the results discovered that competitive agility significantly impacts competitive advantage.

The research gives valuable insights into the elements that drive e-banking proactiveness, which can beautify the proactiveness literature is well-known. By uncovering the position of intellectual capital in fostering proactiveness, this examination contributes to deeper information on the way financial institutions can successfully respond to market modifications, patron needs and technological advancements. Future scholars can build upon these findings to discover proactiveness in different sectors and industries, thereby broadening the understanding of proactive behaviors throughout numerous contexts.

Improvement of flexibility is among the top concerns of manufacturing managers, however, managers are advised to choose the appropriate types of flexibility needed in their plants. The purpose of this study is to investigate the effects of manufacturing proactiveness dimensions (manufacturing involvement, commitment to manufacturing technology advancements and multi‐skilled workforce developments, and manufacturing's integration with marketing and design functions) on three types of manufacturing flexibility (new product, volume, and product mix).

Using the data collected from 108 motherboard manufacturers in Taiwan, this study develops valid and reliable measures of manufacturing proactiveness and flexibility. The study used multiple regression analysis to examine how different proactiveness dimensions link with specific types of manufacturing flexibility.

The study found that manufacturing involvement, multi‐skilled workforce developments, and manufacturing/design integration have significant positive effects on new product flexibility. Statistical results indicated that manufacturing technology advancements, multi‐skilled workforce developments, and manufacturing/design integration lead to better product mix flexibility. In addition, manufacturing involvement, manufacturing technology advancements, and manufacturing/marketing collaboration are determinants of volume flexibility. This research provides deeper insights regarding the impact of manufacturing flexibility upon the proactiveness programs.

This research focuses on the effect of manufacturing proactiveness only on external manufacturing flexibility. It does not address the issue of internal manufacturing flexibility. The use of a single indicator for the manufacturing flexibility measure may limit the generalization of the statistical results.

These findings have two main managerial implications. With rigorous and comprehensive measures of proactiveness, investigations of its impact on competitive priorities (e.g. delivery, cost, and quality) are issues to be addressed in future studies of manufacturing strategy. Outcomes of the research also enable practitioners to implement the appropriate practices of manufacturing proactiveness based on the specific types of manufacturing flexibility which their plants require.

The uniqueness of this paper is twofold. It is the only empirical study to explore the relationship between manufacturing proactiveness and flexibility from the manufacturing strategy process aspect. This may inspire researchers to focus on other related process issues such as the effect of supplier or customer involvement on manufacturing flexibility. The study also generated five dimensions of manufacturing proactiveness that differ from previous empirical works which overlooked the critical factors of manufacturing/design integration and manufacturing/marketing collaboration. Future researchers and practitioners should be able to apply these results to study and assess related issues of manufacturing proactiveness more rigorously and precisely.

The purpose of this paper is to analyze the degree of customer‐related proactiveness in the process of developing radical innovations.

The initial framework for this study is first created on the basis of the theory and then modified in the light of multiple retrospective case studies.

The results show that the stage of the innovation development process seems to influence the degree of proactiveness. Contrary to many earlier studies, this research indicates that anticipation plays an important role already at the idea generation stage.

The study introduces a way of describing a firm's proactiveness as a dynamic pattern. Thus, the process approach adopted in this research may encourage further longitudinal studies on the phenomenon. Given the explorative nature of the study, the propositions arising from the modified framework should be evaluated according to additional data.

The results of this study indicate that a systematic search for new market opportunities, and the firm's previous experience of customers, may generate not only incremental but also radical innovations. Proactiveness is not always needed, however, as the cases indicate. Firms ought therefore to consider carefully when it is appropriate to invest in customer‐related proactiveness, and when it is not.

The main contribution of the study stems from the combination of customer‐related proactiveness and the process of radical‐innovation development. It is among the first to combine these streams of research.

Open innovation (OI) is an effective way to achieve firms' sustainable development in emerging markets. This study aims to investigate the effects of business and philanthropic corporate social responsibility (CSR) on OI and the moderating role of firm proactiveness in such relationships. This study also examines the effects of OI on firms' financial and innovation performance.

This study uses multisource data from 688 firms in China, including data from surveys of top managers and objective data. The Tobit model, Poisson model, and ordinary least squares regression are adopted to test the hypotheses.

The results suggest that business CSR and philanthropic CSR both have positive effects on OI. Proactiveness weakens the positive effect of business CSR on OI, while strengthening the effect of philanthropic CSR on OI. The results also show that OI increases firm innovation and financial performance.

CSR enables firms to build wild, deep and trust-based relationships with external actors, which may benefit firms in open search of knowledge. However, it has not received adequate attention in the literature on OI. The findings contribute to the research on OI drivers from the perspective of social activities and enhance the understanding of how different types of CSR and firm proactiveness work together to influence OI.

The current study aims to advance the research on the extra-industry network, innovativeness and performance of small and medium enterprises (SMEs) by examining the mediation role of proactiveness. The study also aims to examine the mediating role innovativeness between extra-industry network and performance.

This study used the proportionate stratified random sampling method to select the study sample and the questionnaire survey approach to 580 SMEs. A total of 150 completed questionnaires were returned. Partial least squares structural equation modeling was administered to analyze data via Smart PLS 3.0 software.

The results reflect that proactiveness is mediated by the relationship between the extra-industry network and the performance of Iranian SMEs. In addition, the results illustrated that proactiveness is mediated by the relationship between innovativeness and the performance. The findings also address the limitation of previous studies on Iranian SMEs through the independent examination of the mediating role of innovativeness between firm extra-industry network and performance.

This article is one of few attempts that have addressed the significance of proactiveness as the key mechanism to transform the advantages of extra-industry network and innovativeness relationships to enhance performance.

The purpose of this paper is to improve understanding of what makes or breaks a new product by exploring the direct and indirect impacts of the three dimensions of entrepreneurial orientation (EO) – innovativeness, risk taking and proactiveness – on product advantage and new product success (NPS).

Based on the literature reviewed, theoretical relationships among five constructs and relevant hypotheses were developed and subsequently tested using data collected from 244 electronics manufacturers in China.

The results show that the three dimensions of EO and product advantage are the driving antecedents of NPS. Moreover, it is confirmed that the relationships between the three dimensions of EO and NPS are mediated by product advantage and the relationship between risk taking and product advantage is moderated by innovativeness and proactiveness.

Literature about the interplay among the three dimensions of EO and NPS are often disparate and heterogeneous. The paper overcomes this problem by confirming the relative influences of each of the EO dimensions on NPS, as well as their respective indirect impacts on NPS through the intermediate construct of product advantage. The findings help to enrich our knowledge on EO, particularly on the roles of innovativeness, proactiveness and risk taking in new product development in the electronics manufacturing sector in China.

Building on the natural resource-based view, this paper aims to explore the effects of technological protectability and proactiveness on new ventures’ environmental performance.

Data from 150 clean-technology ventures are analyzed using hierarchical and logistic regression analyses.

Empirical findings show that both protectability and proactive behavior increase environmental performance. Results further indicate a negative but not significant moderator effect of proactiveness on the protectability – environmental performance relationship.

The research has been limited to clean-technology ventures. Findings provide empirical evidence on the link between proactiveness, a key dimension of entrepreneurial orientation, and environmental performance. The study further contributes to sustainable entrepreneurship research by showing that higher ecological gains can be achieved by proactive firms that are based on protected technologies.

The study provides a deeper understanding of the success factors of young firms with regard to their environmental impact. Findings suggest that policy makers and investors can use protectability and proactiveness as key characteristics to evaluate and foster a venture’s ecological potential.

The paper adds to existing literature on sustainable entrepreneurship by establishing a relationship between protectability, proactiveness and environmental performance.

Although the significance of international markets is recognised in innovation management, there seems to be a lack of studies on how the international context is actually present in the process of disruptive‐innovation development. This paper aims at filling this gap and at analysing the manifestation of the international context in market proactiveness during this process. It begins with a brief discussion of the concepts of market proactiveness and disruptive innovations. The international scope of market proactiveness at the idea‐generation, development, and launch stages is then analysed in the light of the ethnocentric, polycentric, regiocentric, geocentric (EPRG) model, and described in the context of the development of three disruptive drugs. The results of this study indicate that both the degree and international scope of market proactiveness differ considerably in demand‐related and competition‐related comparisons.

Drawing on the burgeoning proactive market orientation literature and its role within the organizational learning‐performance thesis, the aim of this aricle is to investigate further this nomological network.

The article adopts a market knowledge diffusion approach to examine the effect of organizational learning (a second‐order construct composed of knowledge acquisition, information distribution, information interpretation, and organizational memory) on both (reactive) market orientation and strategic proactiveness. Thereafter, it identifies both the pattern of direct relationships between these constructs and business performance and those moderated by strategic market planning capabilities. Using data generated from European high technology SBUs, the article uses structural equation modelling to test these relationships.

It is found that organizational learning does significantly effect both proactive market orientation and strategic proactiveness. However, there is no direct effect of strategic proactiveness on business performance, but rather this relationship is mediated by market orientation. It is also found that strategic market planning capabilities moderate the market orientation‐business performance relationship.

This study acknowledges the paradox that results from the potential conflict between two important elements of strategy: commitment and flexibility. The article contributes and expands on the existing research by adopting the strategic ambidexterity perspective, effectively considering the co‐existence of commitment and flexibility and the associated positive performance implications.

This chapter introduces the term “interpreneurship” to refer to entrepreneurship that occurs through inter-organizational alliances, which represent a salient vehicle for combining complementary resources and capabilities across firms in order to gain a competitive advantage. The interpreneurship concept implies the integration of internal (firm) and external (network) resources through alliance formation and management. The purpose of this research is to introduce social structure to the rational action paradigm by examining the complementarity of entrepreneurial and relational resources in achieving organizational goals in an alliance context. In this study, interpreneurial capability is operationalized as the combination of entrepreneurial resources (via an internal growth strategy) with relational resources (via an external growth strategy). These effects are assessed through the examination of three competing research models. The hypothesized interaction-only model tests the impact of complementarity of entrepreneurial and relational resources on firm-level performance for both partners to an alliance. A second model tests relational resources as a mediator of the relationship between entrepreneurial resources and the alliance partners’ performance. Finally, a third model assumes that the two resources have independent effects on the alliance partners’ performance. We find that the interaction-only model yields the strongest relationship to organizational performance, supporting the interpreneurial perspective we proffer in this chapter.