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Previous research has extensively investigated the relationship between entrepreneurial orientation and firm performance, leaving the way entrepreneurial orientation is shaped, fostered, developed and maintained within organizations almost unattended. This paper is among the first to systematically investigate the pervasiveness of entrepreneurial orientation within an organization by exploring varying perceptions of entrepreneurial orientation both within and between the business units of a well-established multi-national company. First, we examine the overarching question of whether and how entrepreneurial orientation exhibits variance across hierarchical levels and business units. Second, we explore the dynamics of entrepreneurial orientation change over time, providing insights into the factors which affect the manifestation of entrepreneurial orientation in different time periods. The study is conducted on a full population of business units from an industrial company observed with a time lag of three years. We find partial confirmation for our hypotheses and we contribute to the call for greater research exploring the antecedents of entrepreneurial orientation, extend this research conversation beyond reports of top managers, and examine employee perceptions in regards to manifestation of a business unit’s level of entrepreneurial orientation.

Small to medium-sized enterprises (SMEs) make up a significant part of the employment and GDP of the United States, yet we find such little research on business in this context. What research has b...

To increase competitiveness, firms are encouraging their employees’ entrepreneurial mindset and attitudes. Scholar contributions have focused on studying Corporate Entrepreneurship, mostly from the...

Despite continuous efforts to improve internal climate, several organizations still face struggles in reflecting employees’ job satisfaction to overall firm performance. Particularly when there are...

We present a view that harnessing international entrepreneurial opportunities necessitates appropriate strategic actions performed by key foreign subsidiaries, and that such actions are shaped by p...

Research has paid much attention to the determinant role of educational factors and personal factors on entrepreneurial intentions. However, evidence on how entrepreneurship education impacts entre...

To further understanding of international venturing by entrepreneurs there is a need for an individual level measure of the entrepreneurial tendency to internationalize. The present study uses the ...

We research how the family ownership increases the entrepreneurial orientation in companies through transformational leadership. We claim is that this is because the family firms’ mission to pursue...

We draw on the resource orchestration literature to develop a model whereby entrepreneurial orientation (EO) is considered a means of resource mobilization and as such mediates the relationship bet...

Entrepreneurial orientation (EO) has received considerable theoretical and empirical attention in organizational research, emerging as one of the most widely accepted firm-level constructs in the l...

In academic literature, there has been made a significant effort of researching a link between entrepreneurial orientation and firm performance. However, most research has been based in one country...

Entrepreneurial orientation has been widely argued and generally supported as positively related to performance. However, although these performance implications are generally recognized, entrepren...

This study advances the understanding of the relationship between entrepreneurial orientation and firm performance by investigating the non-linearity of the relationship and the role of absorptive ...

This study offers a broader perspective on the effects of Entrepreneurial Orientation (EO) beyond its well established implications for firm financial performance. Herein, it is suggested that thro...

The relationship between entrepreneurial orientation (EO) and family governance has gained increasing attention in entrepreneurship and strategy literature. This study investigates how EO influence...

A long-standing line of research proves a positive relationship between entrepreneurial orientation and performance of firms. Still, it is surprising, how little we know about the way entrepreneurial orientation is shaped, fostered, developed and maintained within organizations. Wales, Monsen, and Mckelvie (2011) have recently argued that the way entrepreneurial orientation is manifested across the organization may vary vertically across hierarchy levels, horizontally across business units and temporally as an organization develops. Indeed, large diversified firms contain multiple business units that can differ in the level of the entrepreneurial orientation. Therefore organizations that are aiming at properly managing their entrepreneurial posture need to investigate the sources of heterogeneity of manifestations of entrepreneurial orientation at different levels and units of the organization. In this paper we add to the literature by looking into the question why some units within firms may display higher entrepreneurial orientation levels than others and suggest a new look at both the employee engagement and its relation with the business entity’s entrepreneurial orientation. We suggest that the heterogeneity of the entrepreneurial orientation manifestations may be linked to the business unit employees’ work emotional and cognitive engagement and their extra-role voice behaviors. The study is conducted on a sample of business units from an industrial company observed at two different points of time, separately for managers and staff. We find partial confirmation for our hypotheses and we contribute to the literature by showing that different groups of employees contribute to the pervasiveness of entrepreneurial orientation in different ways.

As recent research documents, there has been an impressive effort of studying the entrepreneurial orientation construct and its nomological role. However, most research has been very context specific and based on the analyses of cross-sectional information. We study causal performance effects from entrepreneurial orientation and its key dimensions in two economic contexts–developed and emerging markets. Gathering data on a sample of 94 firms in developed market context and 108 in emerging market context at two time-points we explore our hypotheses. The results suggest that in a developed economy entrepreneurial orientation has a positive impact on firm performance, whereas in the emerging market context this effect is negative. Furthermore, we assess the contribution of each dimension to the aggregate construct and reveal the importance of risk-taking in both contexts. Finally, we highlight the role of environmental dynamism and explain its varying effect

Whether it’s Samsung Electronics or Kia automobiles, in terms of technology intensive industries, the Korean rise to the top of the class has been impressive. While the large conglomerates or chaeb...

Interest in the potential financial returns associated with corporate social performance (CSP) has grown substantially. Multiple meta-analyses have reported a small, positive relationship between C...

Scholars are increasingly exploring the nature of hybrid organizations, especially in the realm of social entrepreneurship. In doing so, they have noted the intractable conflict that emerges from h...

Linking the new institutionalism to entrepreneurial orientation (EO), this study examines factors shaping behaviors of social entrepreneurship funders called social investment funders (SIFs). Institutional and entrepreneurial forces are investigated as main and interactive effects upon their venture philanthropy practices. Data collected from 146 organizations are scrutinized by moderated multiple regressions coupled with multiple imputations, diagnostic analyses, and post hoc analyses. The study confirms that both EO and institutional forces enhance SIFs’ venture philanthropy practices, and that EO enables SIFs to resist regulative forces of traditional philanthropy and engage in venture philanthropy practices. As such, this appears to be the first effort to theorize and test EO as a micro-level condition enabling institutional entrepreneurship, contributing to scholarly efforts by the “agency camp” of the new institutionalism (Oliver) and EO (Miller)

This study extends entrepreneurship research into the domain of strategic alliances by hypothesizing a positive relationship between entrepreneurial orientation (EO) and strategic alliance success....

Professional service entrepreneurs (PSEs) practice their professions in highly institutionalized contexts which require significant socialization in professional institutions, while at the same time enacting their role as an entrepreneur. Paradoxically, some activities consistent with entrepreneurship may be unnecessary for—and possibly even contradictory with—activities consistent with professional roles. In this study, we address the questions of how two highly central role identities (professional and entrepreneurial) relate to entrepreneurial orientation (EO) in professional practice firms, and how EO influences performance in the context of professional practices. Using a sample of 139 physician PSEs, we examine the relationships between the role identity centrality of two roles (professional and entrepreneurial) that PSEs occupy, the EO of their firms, and firm performance. Findings indicate a significant and positive relationship between entrepreneurial role identity centrality and entrepreneurial ...

How do national institutional differences between the United States and China and divergent resource base between large and small firms affect the relationship between entrepreneurial orientation (...