Search results

The relationship between entrepreneurial orientation (EO) and performance is often moderated by different factors. Specifically, scholars have called for research examining whether commitment to long-term objectives improves EOʼs effectiveness, believing that commitment may help firms overcome obstacles associated with EO. In response, we collected survey data from executives in 126 small, high-technology firms, and found that EO and commitment to objectives enhanced sales growth. In addition, the study determined that commitment to objectives was associated with greater increased sales growth of companies high in EO, as compared to those low in EO.

This research aims to investigate how entrepreneurial orientation influences a firm’s differentiation–cost advantage ambidexterity (DCAA) and performance indirectly through dynamic capabilities, while also investigating the impact of the interactive effect of the level and consistency of entrepreneurial orientation on dynamic capabilities. The goal of this study is to better understand the importance of consistently following an entrepreneurial orientation, as well as the linkage of such a consistently implemented strategy upon gaining both a cost and differentiation positioning enhancement.

Two empirical studies are conducted to test the proposed hypotheses – one longitudinal with multiple forms of data (i.e. text data, survey data and archival data) from 100 Taiwanese electronics firms and the other using primary data from a survey of senior managers.

Entrepreneurial orientation improves dynamic capabilities, which in turn promote superior DCAA and enhanced firm performance. In addition, as captured through a unique measure of consistency allowed through computer-aided text analysis, the results indicate that the effect of entrepreneurial orientation on dynamic capabilities is amplified when a firm consistently adopts entrepreneurial decisions and actions.

The specific context was a sample of electronics firms in Taiwan. This limits the generalization of findings, as would be possible with assessing the hypotheses in other industries.

This research clearly demonstrates the significance of consistency in pursuing a strategic orientation. The consistent support and deployment of resources facilitates an organization’s achieving positive outcomes associated with an entrepreneurial orientation.

While entrepreneurial orientation contributes to firm performance, extant knowledge on the internal process through which entrepreneurial orientation affects performance is relatively limited. The findings not only highlight the full mediating role of dynamic capabilities and DCAA, but also shed light on the importance of consistency in entrepreneurial orientation over time.

Certain small businesses do not possess the assets needed to implement a performance-enhancing entrepreneurial marketing orientation (opportunity-driven behaviours focussed on creating value for customers). Although some entrepreneurs cooperate with their competitors (coopetition) to achieve their day-to-day and long-term goals, it is unclear whether these partnerships are advantageous in this capacity. Thus, grounded in the resource-based view, the purpose of this investigation is to examine whether coopetition positively moderates the relationship between an entrepreneurial marketing orientation and financial performance.

Survey responses were obtained from 184 small tourism and hospitality organisations in New Zealand. Following a series of robustness checks, covariance-based structural equation modelling was used to test the elements of the conceptual model.

Unique insights illustrate an entrepreneurial marketing orientation yielding a negative and significant link with financial performance. Nevertheless, this result was potentially related to the entrepreneurial marketing-oriented opportunities that owner-managers pursued within the context of their sector; in particular, situations when employing an individualistic business model constrained certain decision-makers' ability to pursue “growth-oriented” objectives. However, coopetition produced a positive and significant moderating effect, enabling owner-managers to pursue opportunities via collaborative business models facilitating mutually beneficial performance outcomes.

Owner-managers of under-resourced small firms should be careful when implementing entrepreneurial marketing strategies utilising an individualistic business model. For example, they might pursue opportunities that are not viable and/or become over-loaded with market intelligence that they cannot handle. By collaborating with competitors, owner-managers can learn improved ways to operate within their industries, alongside being equipped with new resources and capabilities. In doing so, coopetition can help overcome some of the potential performance-limiting issues owner-managers face by being under-resourced, namely, via employing a collaborative business model.

This current study contributes to the extant literature by evaluating the complexities of entrepreneurial marketing practices. That is, although earlier research has focussed on the performance-driving outcomes of an entrepreneurial marketing orientation, prior studies typically overlook certain moderating factors that could influence this association. By examining the interaction between an entrepreneurial marketing orientation and coopetition on financial performance, new evidence has emerged on how owner-managers of small firms can utilise interfirm collaboration to succeed within their markets, as opposed to struggling to cope with the challenges of an individualistic business model. Specifically, an entrepreneurial marketing orientation is likely to enhance financial performance when under-resourced companies effectively collaborate with their competitors.

This study aims to examine the effect of entrepreneurial and market orientations on consumer engagement and the performance of manufacturing small- and medium-sized enterprises (SMEs) under the premise of the resource-based view (RBV) theory.

This study adopts a cross-sectional design, and quantitative data were collected from 360 manufacturing SMEs in Peninsular Malaysia. SMEs were selected using a stratified multi-stage sampling method from a total of 37,861 manufacturing SMEs. The respondents were selected from Selangor, Johor, Penang, Perak, Kelantan and Terengganu, as these states make up the majority (79 per cent) of the manufacturing SMEs in Malaysia.

Entrepreneurial and market orientations have statistically significant positive effects on consumer engagement. Consumer engagement in turn positively affects the performance of manufacturing SMEs in Peninsular Malaysia. Findings also revealed a partial mediation of consumer engagement between entrepreneurial and market orientations on performance.

A larger sample size may improve the generalizability of the findings. Managers may be able to apply the findings of this paper in developing strategies for their manufacturing SMEs, specifically, by focusing on entrepreneurial and market orientation to raise consumer engagement and to improve the overall performances of their SMEs.

This study focuses on manufacturing SMEs in Malaysia, an emerging country with conditions unique to other industrialized countries. This study aims to demonstrate that integrated entrepreneurial and market orientations have significant effects on SMEs’ performance. This relationship could be mediated by consumer engagement. Specifically, consumer orientation may influence the effect of entrepreneurial and market orientations on overall firm performance..

Today’s small enterprises are forced to rethink their business-as-usual management and shift toward corporate sustainability. The empirical paper responds to a crucial quest for many modern leaders and entrepreneurs, specifically small business owners in emerging economies. This paper aims to answer what they can do to increase long-term financial performance and enhance stakeholder satisfaction, thereby contributing to long-term business sustainability.

Using a convenience sampling, data were collected from a sample of 280 business leaders and entrepreneurs of small enterprises across industries in an emerging economy of Thailand. This study used a sustainable leadership research framework. Factor analysis and multiple regression analysis were used for data analysis.

Seven valid and reliable leadership factors were uncovered as new underlying leadership constructs to examine business sustainability in small entrepreneurial enterprises in Thailand. Results from multiple regressions revealed two significantly positive factors or drivers (i.e. trusting, innovative team orientation and strong, shared vision) for enhanced two sustainability performance outcomes (i.e. financial performance and stakeholder satisfaction). The findings thus contribute to advance our limited knowledge about the contextualised constructs and possible theoretical development of the developing research realm.

Successful small entrepreneurial organisations in Thailand and other emerging economies that wish to improve their business sustainability are suggested to adopt the essential leadership and management practices (i.e. trusting, innovative team and strong, shared vision). Future studies may examine data from a larger sample size and other countries to expand our limited understanding in different contexts.

The resulting practical insights can be used to guide business leaders, entrepreneurs, practitioners and policymakers towards making strategic priorities and investments for improved business competitiveness, resilience and sustainability in small entrepreneurial enterprises. Overall, this study may be a starting point for further investigation on developing entrepreneurial growth and business sustainability in small sustainable enterprises across emerging economies.

The paper responds to calls for more contextualised research studies in the evolving multidisciplinary field of entrepreneurial leadership and business sustainability, particularly in an emerging economy of Thailand. It also unveils the essential strategic leadership factors that positively drive business sustainability in small entrepreneurial firms. And, it empirically examines the effects of diverse strategic leadership factors and multiple sustainability performance outcomes in a single study. It further proposes an emergent leadership-performance model for entrepreneurial business sustainability in the context-specific study. Above all, it advances the currently limited empirical knowledge in the emerging research front towards more sustainable futures.

A large body of research has exhibited the positive effect of entrepreneurial orientation (EO) on firm performance. However, research that attempts to explore what happens to high EO firms when they mature is sorely needed. Every firm establishes a heritage over time that impacts future capabilities. In the current research, we build on the international business literature to examine how a firmʼs administrative heritage moderates the long-term effects of the EO-performance relationship, examined through the firmʼs asset specificity, founder tenure, and home culture embeddedness. From this, implications are derived for EO retention and the firmʼs awareness of administrative heritage and how to shape it to their advantage.

This study investigates how entrepreneurial leadership fosters market orientation, bank innovativeness and bank performance; it also investigates how market orientation contributes to brand orientation, bank innovativeness and bank performance.

In total, 1500 questionnaires were distributed to 100 bank branches in Indonesia (500 to managers and 1000 to employees); 300 responses (20% response rate) were used for further statistical analysis.

The results confirmed the existence of relationships among entrepreneurial leadership, market orientation, bank innovativeness, brand orientation and bank performance. The role of entrepreneurial leadership in fostering market orientation, bank innovativeness, brand orientation and bank performance demonstrates that leaders can motivate employees to complete their tasks.

The findings suggest that entrepreneurial leadership, new ideas and innovative products and services can foster bank performance.

The emerging banking industry in Indonesia has witnessed changing market conditions. Banks will benefit from being more market-driven and diverse in their customer relationships to generate value.

This study aims to perform a meta-analysis about network capabilities (NCs) and how they influence firm performance. Previous studies present distinct results regarding this relationship due to samples, cultural and contextual differences.

The authors conducted a meta-analysis of 33 papers published between 2008 and 2019.

The results contribute to theory and practice by (1) synthesizing previous research, testing the relationship between NCs and firm performance; (2) confirming the influence of entrepreneurial orientation on NCs; (3) showing how contextual variables affect the relationship between NCs and firm performance; (4) suggesting that NCs moderate the relationship between entrepreneurial orientation and firm performance.

Furthermore, the authors also offer managerial implications. Firms should consider investing in developing NCs to foster performance. Moreover, the contextual variables we investigated show that firms in specific contexts may experience a higher relevance of their NCs for firm performance.

This meta-analysis contributes to the management literature by offering a set of empirical generalizations, including relationship direct, mediation and moderation effects about network capabilities.

The purpose of this paper is to develop a reliable and valid understanding of entrepreneurship and examine the relationships between small and medium‐sized Chinese manufacturing enterprises, the intensity of their entrepreneurial orientation and the degree of their internationalization. In addition, it examines whether entrepreneurial orientation would affect enterprises' internationalization strategies and their success.

The seven‐step procedure for scale development is used and survey data have been utilized to conduct statistical analysis.

The paper finds that entrepreneurial orientation is positively related to the degree of internationalization, particularly amongst the small and medium‐sized Chinese manufacturing enterprises. The international experiences of enterprises have significant importance and positively affect the degree of their internationalization. In addition, the degree of their success depends greatly on their attitudes towards risk taking, their ability to diversify internationally and successfully compete with those already established in the market.

A lot of studies have been conducted on entrepreneurship and entrepreneurial orientation. However, few people have ever studied the relation between the degree of entrepreneurial orientation and internationalization. Empirical studies on the correlations between entrepreneurial orientation and firm performance are not abundant in China. Furthermore, very few researches on the correlations between entrepreneurial orientation and internationalization have been conducted. The research presented in this paper is intended to bridge this gap. Through empirical analyses of their relationships, this paper shows how entrepreneurial strategies can stimulate competitive advantages and drive forward the international developments of the Chinese enterprises, particularly the small and medium‐sized.

This research draws upon the resource-based view and the dynamic capabilities view’s premise that a firm’s resources and capabilities determine competitive advantage. Specifically, the purpose of this paper is to develop and test a model entailing simultaneously the impact of intangible resources; and dynamic capabilities and entrepreneurial orientation on export performance.

Therefore, the authors developed a study based on a survey of 265 Portuguese exporting companies. Data were submitted to a multivariate statistical analysis and a linear regression model was applied in order to predict the influence of the intangible resources on export performance. The structural equations model was used for this purpose.

The results show that export performance is directly impacted by dynamic capabilities and entrepreneurial orientation. However, intangible resources do not have a significant direct impact on entrepreneurial orientation; they do have an indirect effect through the mediation of dynamic capabilities. These findings highlight the catalyst role of dynamic capabilities and entrepreneurial orientation, leveraging the role of intangible resources as antecedents of export performance. These findings are valuable inputs for exporting managers and public entities.

While previous authors have attempted to analyse certain aspects of this process (linkage between intangible resources and export performance), this research developed a framework that combines these ones with entrepreneurial orientation and dynamic capabilities.