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The current study draws on the upper echelons theory to examine the nature of the relationship between top management team (TMT) tenure and a firm's level of entrepreneurial orientation (EO). We find evidence of an inverted-U relationship between TMT tenure and EO using data from firms across three industries with varied industry dynamics. We further introduce a contingency element by demonstrating that TMT industry background heterogeneity moderates the relationship between TMT tenure and EO, where the inverted U-shaped relationship will be more pronounced when the heterogeneity is low and will flatten when the heterogeneity is high. The findings demonstrate the complexity CEOs and governing bodies face while shaping a diverse TMT that can affect EO. [ABSTRACT FROM AUTHOR]

Purpose: Despite the growing scholarly interest in examining entrepreneurial orientation (EO)-performance link, the results have been inconsistent. However, studies have not explored firm-level and external factors that may serve as mechanisms or boundary conditions to explain this relationship. Therefore, the purpose of the study is to examine how and when EO influences performance by incorporating sustainability practices as a mechanism and competitive intensity as an important contingent factor. Design/methodology/approach: Using primary data obtained from 323 chief executive officers/entrepreneurs, the authors analyzed the data using structural equation modeling in LISREL and Hayes PROCESS in SPSS. Findings: The authors found that sustainability practices serve as a mechanism through which EO influences small and medium enterprises' (SMEs) performance. The study further revealed that the relationship between EO and sustainability practices is weakened at high levels of competitive intensity. Still, the relationship between EO and performance through sustainability practices remains strengthened when competitive intensity is present at high levels. Originality/value: This study contributes to the literature by examining how SMEs who are less endowed with resources can engage in sustainability practices that can match large firms with stronger EO to achieve increased performance. Additionally, the study contributes to the literature by examining the mediating effect of sustainability practices in the EO-performance relationship. Finally, the study contributes to the body of literature by testing how competitive intensity presents as a boundary condition to leverage the relationship between EO and performance. [ABSTRACT FROM AUTHOR]

We draw on the agency and stewardship perspectives to determine whether and how the effect of family leadership on the entrepreneurial orientation-performance relationship in small and medium (SME) family firms is contingent on the main life cycle dimensions: firm size, generational stage, and board of directors' engagement. The analyses of 284 Belgian family SMEs reveal that nonfamily leaders outperform family leaders in transforming entrepreneurial orientation into performance in larger firms, whereas family leaders outpace nonfamily leaders when the board has a strong engagement in serving the CEO. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to explore to what extent passionate family chief executive officers (CEOs) increase the entrepreneurial orientation (EO) of the family firm. More specifically, the authors investigate the impact of the family CEO's entrepreneurial passion (EP) on the firm's EO and explore whether the generational stage of the family CEO alters this relationship. Design/methodology/approach: A multiple moderated regression model was used to test the hypothesized relationships, based on a unique sample of 140 private Belgian family firms. All respondent CEOs are members of the controlling family, meaning they are in a unique position to influence firm-level outcomes. Findings: The results reveal a significant positive effect of a CEO's EP on the family firm's EO. The generational stage of the family CEO moderates the EP-EO relationship, so the positive effect is strongest in first-generation family CEOs and becomes negative in third- or later-generation CEOs. Originality/value: This research builds on insights from imprinting and upper echelon theory to explore how the EP of the family CEO impacts the family firm's EO. This study thereby contributes to research regarding the antecedents of EO and introduces the concept of EP in a family firm context. The present study further contributes to the literature on imprinting, as it empirically shows how the EP-EO relationship differs depending on the generational stage of the family CEO. In a family firm context, the generational stage acts as a contingency variable, determining the dominant theory (i.e. upper echelon or imprinting theory) in explaining the EP-EO relationship. [ABSTRACT FROM AUTHOR]

Purpose: Adopting insights from the upper echelons theory, this study aims to investigate the relationship between entrepreneurial orientation (EO) and firm performance under the contingent influence of chief executive officer (CEO) power. Design/methodology/approach: Data were collected from a sample of large publicly-traded Indian software firms using the Prowess Database of Center for Monitoring Indian Economy (CMIE). Panel data regression analysis was used to test the study's hypotheses. Findings: The results indicate that EO has an inverted U-shaped relation with firm performance. Strong support is also found for a negative moderating influence of CEO power on the inverted U-shaped relationship between EO and firm financial performance, suggesting that powerful CEOs eventually harm entrepreneurial firms. Practical implications: The study encourages firms to have entrepreneurship orientation, but at a moderate level, to get the maximum benefit of EO. The study also explains to managers to what extent CEO power drives EO. Originality/value: The study contributes to the intersection of corporate entrepreneurship and upper echelons theory. The study shows that CEO power negatively affects the EO and firm's performance relationship. This study holds important insights for managers of entrepreneurial firms, especially in international contexts and emerging markets. [ABSTRACT FROM AUTHOR]

Entrepreneurial orientation (EO) is a key factor in the creation and development of companies. This study examines the CEO's personal background (personality, proactivity and resistance to change) and its influence on the EO of the organization to determine which factors enhance or weaken EO. We achieve this goal through quantitative research, developing a structural equations model with partial least squares to analyse a sample of 358 Spanish SMEs from different sectors. The results suggest that specific personality dimensions exert substantial influence on the organization's EO. We also analyse individual proactivity and resistance to change as conduits for the effect of personality dimensions on the company's EO. [ABSTRACT FROM AUTHOR]

A thesis of the affective and emotional origins of entrepreneurial orientation and technological innovation is yet to emerge. This is highly unusual given the origins of a firm-level entrepreneurial orientation in the decision-making styles, methods, process and practices set by the upper echelons (the CEO) of the firm. This research aims to investigate the mediating effect of firm-level entrepreneurial orientation in the connection between the entrepreneurial passion of CEOs and technological innovation in SMEs. Using data collected through a structured survey questionnaire of privately-owned Chinese SMEs mostly operating in manufacturing industries, the findings show that firm-level entrepreneurial orientation significantly mediates the relationship between CEOs' entrepreneurial passion and technological innovation. Our findings suggest that CEOs entrepreneurial passion indeed predicts firm-level entrepreneurial orientation, and CEOs passionate for entrepreneurship can realise increases in their firm's technological innovation when they can first set in place a strategic posture and set of behaviours commensurate with entrepreneurial orientation. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the effect of chief executive officer (CEO) integrity on organizations' strategic orientation. The authors propose that CEOs who have high degrees of integrity tend to negatively influence each of the three core dimensions of entrepreneurial orientation (EO) – innovativeness, proactiveness and risk-taking. They also argue that this impact of CEO integrity is likely to be stronger for overconfident CEOs and the CEOs with high power. Furthermore, this negative relationship is expected to attenuate when the firm has high customer orientation and when the CEO is compensated with high equity-pay ratio. Design/methodology/approach: Seemingly unrelated regression analysis was conducted on panel of 741 firm-year observations of 213 firms across 2014–2017. CEO integrity and each of the three dimensions of EO were measured using content analysis of CEOs' letters to shareholders. CEO power was measured using CEO stock ownership and CEO duality. CEO overconfidence was measured by using options-based measure. Customer orientation was measured by using content analyses on annual reports. CEO equity-pay based ratio was measured as sum of value of stock and option awards divided by CEO's total compensation. This study considered alternative measures and performed treatments for potential endogeneity, sample selection bias and outliers. Findings: The research findings conclude that organizations with CEOs who have high integrity tend to have lower levels of all sub-dimensions of EO – innovativeness, proactiveness and risk-taking. Further, the results indicate that the negative effect that CEO integrity has, affects one of its dimensions – proactiveness, such that the relation is strengthened when the CEO has high power and is highly overconfident. This negative effect weakens when the CEO is compensated with high equity-pay ratio. The results also indicate that the negative effect of integrity and innovativeness and risk-taking weakens when the firm has high customer orientation. Research limitations/implications: The research contributes to upper echelon theory literature by adding to the discussion of how business executives' psychological traits map onto firm behavior. This research also finds common ground between literature on innovation and upper echelons, contributing to awareness about the drivers of firms' EO. Practical implications: This research addresses the question of firm relation to EO by highlighting that firms' EO is also shaped by the psychological traits of their CEOs and the interaction of these traits with CEOs' cognitive biases. Thus, board members of firms led by CEOs with high integrity can limit CEO's risk-averse behavior by focusing on their training and by creating incentive systems. It is also advantageous for CEOs to understand that integrity is a double-edged sword, thus leveraging the strengths of their integrity, while simultaneously using tools such as training to diminish its negative aspects. Originality/value: This paper fulfils a twofold identified need to: study the antecedents of each of the three dimensions of EO, not limited to corporate governance; and unearth the counterproductive behaviors associated with bright traits that make up their dark side [ABSTRACT FROM AUTHOR]

Purpose: Aligning business innovation with the sustainable development goals (SDGs) creates immense opportunities to solve societal challenges along with business growth and productivity. This study aims to understand the evolution of Fortune firms' strategic addressing of SDG on social media as a step towards post-pandemic recovery. Using attribution theory as a theoretical lens, the authors try to investigate how entrepreneurial orientation (EO) and SDG orientation evolve with the crisis and affect the appreciation and advocacy of the SDG-related posts. Design/methodology/approach: A mixed methodology of machine learning and Social media analytics such as content analysis, sentiment analysis and space–time analysis have been used, followed by multivariate analysis to validate the findings. Findings: An evolution in CEOs' strategic focus surrounding SDG dimensions was found, from economic in pre-pandemic phase to social and environment during the pandemic. The SDG disclosure on social media by the Fortune CEOs seems to have an influence on their social media reputation, whereas EO has no impact on social media reputation. Research limitations/implications: Wise practice of EO in information diffusion by CEOs on social media may lead to a healthy relationship with the stakeholders and better firm performance. The SDG adoption at organisation level contributes towards a sustainable society and helps tackling the challenges faced during the pandemic. Originality/value: This study analyses the contribution of the Fortune firms to achieve a sustainable society in a pandemic environment by strategic adoption of SDGs and effective use of digital platforms. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy. Design/methodology/approach: A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data. Findings: The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding. Originality/value: This paper addresses an important gap by studying the process through, which suppliers initiate IC branding. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This research paper analyzes the underlying factors, particularly the human characteristics of a company's CEO, that influence open innovation (OI) strategies. The results reveal that a CEO's entrepreneurial orientation (EO) and attitude are crucial determinants of the innovation climate and open innovation results achieved by small and medium-sized enterprises (SMEs). The CEO's ability to maintain a positive attitude to overcoming psychological resistance to change with their team members is an OI success factor. Another recommendation is that only people with a marked EO are hired into senior positions, in a sustained effort to embed a genuine open innovation-centric culture. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Due to the importance of entrepreneurship and innovation in the Pharmaceutical industry, the current study investigates the moderation role of Entrepreneurial Orientation (EO) on the influence of innovation on Pharmaceutical SMEs performance in Jordan. The current research was conducted on Jordanian pharmaceutical SMEs including manufacturers, distributors, and pharmacies with employee numbers of less than 100. The research design was quantitative, descriptive, causal, and cross-sectional held by an online questionnaire tool targeted all employees, managers, and Chief Executive Officers (CEOs) in pharmaceutical SMEs. Using the AMOS software, the Structural Equation Model (SEM) was adopted to analyze a sample of 162 surveys and examine the hypotheses. The outcome of this study indicated that the research model variables can explain 69.4 % of the variance of SMEs' performance. Additionally, it confirmed that innovation has a significant positive impact on pharmaceutical SMEs, and Entrepreneurial Orientation moderates the influence of innovation on pharmaceutical SMEs' Performance. Furthermore, current research findings contribute to extending existing relevant knowledge about the innovation impact and moderating role of Entrepreneurial Orientation on pharmaceutical SMEs' performance in Jordan and understanding the relationship between these variables to be of significant guidance to managing entrepreneurship in emerging economies. Further, the results show SMEs' methods and directions to follow during crises, such as COVID-19, to maintain business performance and sustainability. The current research paper contributes to the present literature since very limited studies investigated the innovation impact on SMEs' performance. Moreover, previous studies did not sufficiently analyze the impact of management, product, and process dimensions of innovation on SMEs' performance with the contribution of EO. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: CEOs of Fortune firms can benefit both in terms of social media reputation but also firm performance through disseminating SDG-related messaging on social media. Originality: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Extant research has shown that firms with high levels of entrepreneurial orientation (EO) outperform competitors. The present study sheds light on this performance relationship in large, publicly listed high-tech firms by examining whether the strength of this relationship depends upon the CEO’s narcissism, an executive personality trait recently debated controversially in both academic and practitioner publications. A theoretically derived research model is empirically validated by means of multisource secondary data for 41 S&P 500 firms from 2005 to 2007. Findings indicate that narcissistic CEOs usually weaken the EO-performance relationship, although the opposite is true under some conditions, such as in highly concentrated and dynamic markets. [ABSTRACT FROM AUTHOR]

Prior studies demonstrate the role of various facets of CEOs’ individual characteristics in shaping a firm’s entrepreneurial orientation (EO). We complement this line of research by theorizing and testing the impact of CEOs’ social capital on EO. From an original, multisource survey data set of 122 Chinese technology firms, we find that a CEO’s bonding social capital with organizational members from various functional units has an inverted U-shaped relationship with firm EO, while the CEO’s bridging social capital with the firm’s diverse set of external stakeholders has a positive association with EO. In addition, we find that the relationship between CEO bridging social capital and EO becomes stronger as the firm’s environmental instability increases. [ABSTRACT FROM AUTHOR]