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Women entrepreneurs' performance in connection to their contribution to family livelihood in developing countries is yet an under-researched potential for addressing poverty and its roots. Their performance can be characterised as multi-dimensional. Next to business performance (e.g. profitability and growth), women entrepreneurs aim at a personal- and a societal performance as well. Although such a multi-dimensional performance reflects the interplay between the individual and the communal nature of entrepreneurship, especially in developing countries, the conditions for women to achieve this performance in such challenging contexts seem still unfavourable. This study analyses how entrepreneurial orientation (EO), distinguished in its three dimensions, of women entrepreneurs operating in a constrained context can leverage their business performance so that they can enhance their societal performance, in this case, their family livelihood. In particular, antecedents of EO, determinants of business performance and its influence on family livelihood are researched. The results of a structural equation model on data collected from Bangladeshi women entrepreneurs suggest that the financial capital and education level are antecedents positively influencing innovative- and pro-active EO, whereas risk-taking EO is positively influenced by financial capital only. EO, financial capital, business training and experience have a direct positive influence on women's business performance, whereas barriers in the social environment exert a direct negative influence. Apparently, women entrepreneurs appear to fuel and shape their EO in such a manner that through their business performance, a strong contribution to their family livelihood is given. [ABSTRACT FROM AUTHOR]

The impacts of entrepreneurial orientation on performance present important research, however, theoretical gaps were identified. This essay intends to fill these gaps, proposing an integrated model in Micro and Small Enterprises (MSEs) that combines entrepreneurial orientation, absorption capacity, ambidexterity, innovative performance and performance. We advocate a framework that integrates all five buildings. We also suggest that the model be tested using structural equation modeling. By filling the theoretical gap, the visualization of the proposed theoretical model encourages MSEs to improve their entrepreneurial orientations, aiming to capture external knowledge to innovate their actions, aiming at a better performance. [ABSTRACT FROM AUTHOR]

The purpose of this study is to present a model that describes the general influence of technological capability, social capital, entrepreneurial orientation on firm performance through absorptive capacity in the food and beverage packaging industry in Indonesia which is tested with a structural equation model by processing data from 168 respondents. This study found that technological capability, social capital and absorptive capacity have a positive and significant effect on firm performance. Meanwhile entrepreneurial orientation has a positive but not significant effect on firm performance. Absorptive capacity partially mediates the relationship between technological capability and social capital on firm performance and absorptive capacity fully mediates the relationship between entrepreneurial orientation on firm performance. [ABSTRACT FROM AUTHOR]

The purpose of this study is to present a model that illustrates the general influence of technological capability, social capital, entrepreneurial orientation on firm performance through absorptive capacity in the food and beverage packaging industry in Indonesia. The model proposed in this study was tested with a structural equation model. This study processed data from 168 respondents of manager-level employees to the company owner level in the food and beverage packaging industry. This study found that technological capability, social capital and absorptive capacity have a positive and significant effect on firm performance. Meanwhile, entrepreneurial orientation has a positive but not significant effect on firm performance. This study found that technological capability, social capital and absorptive capacity have a positive and significant effect on firm performance. Meanwhile, entrepreneurial orientation has a positive but not significant effect on firm performance. Absorptive capacity mediates the relationship between technological capability and social capital to firm performance and absorptive capacity fully mediates the relationship between entrepreneurial orientation and firm performance. This research model only limits the factors that affect company performance to four main variables, namely technological capability, social capital, entrepreneurial orientation and absorptive capacity. Further research is suggested to use samples in other industries and add other variables such as uncertainty or uncertainty of environmental conditions as moderation variables. The practical implications of this research are that companies need to do three things if they want to get the benefits of entrepreneurial orientation and absorptive capacity to improve firm performance. Further research is suggested to use samples in other industries and add other variables such as uncertainty or uncertainty of environmental conditions as moderation variables. The practical implications of this research are that companies need to do three things if they want to get the benefits of entrepreneurial orientation and absorptive capacity to improve firm performance. The new knowledge gained is very helpful for companies to determine strategies, levels of innovation, proactiveness and high-risk decisions, especially when there is uncertainty in the industrial environment. This study presents the mediating function of absorptive capability tested simultaneously with the variables technological capability, social capital, entrepreneurial orientation is something new from this study compared to previous studies. The findings in this study also provide an additional contradictory list of previous studies on the relationship between entrepreneurial orientation and firm performance. [ABSTRACT FROM AUTHOR]

The rapid change and increasing information in the market require firms to adapt to this situation in order to be successful. In the face of rapid change, firms need to identify market opportunities and make the most of them. Giving importance to entrepreneurship and having a strategic stance in this direction is a key factor for firms to stand out in change environments. On the other hand, in the face of increasing information, it is important to acquire useful information and use it for the benefit of the firm. Therefore, the ability of firms to realize the value of information and manage it in the best way stands out as another determining factor for success. The aim of this study is to examine the relationships between entrepreneurial orientation, absorptive capacity and firm performance. In this context, data were collected from 198 middle and senior managers in firms in Kocaeli using the survey method and the research hypotheses were tested with the structural equation model. According to the results of the research, it has been determined that entrepreneurial orientation is positively related to both absorptive capacity and firm performance. In addition, it was concluded that there is a positive relationship between absorptive capacity and firm performance. [ABSTRACT FROM AUTHOR]

Literature has indicated ambiguity remains as to the firms' capabilities that enhance the relationship between entrepreneurial orientation (EO) and firms' performance, especially in developing nations' SMEs. Thus, this study investigates the marketing capabilities (planning (MPC) and implementation (MIC)) as two-capabilities that mediate the EO-performance relationship in Oman SMEs. A survey of SMEs' managers/owners was undertaken in Oman and a total of 353 useable questionnaires were received for empirical research for the suggested model, utilizing a structural-equation model (Smart-PLS). The results demonstrated EO, MPC, and MIC favorably improve SMEs' performance, and EO affects positively and significantly MPC and MIC. MPC and MIC partially mediate EO-SMEs' performance relationship. The findings contribute to the literature by illustrating the relevance of EO as (a strategic-resource), with MPC and MIC (as dynamic-capabilities) in improving SMEs' performance. By understanding the model's components, SMEs' managers/owners can maximise internal resources and capabilities to boost performance. [ABSTRACT FROM AUTHOR]

This research examined and analyzed the performance of embroidery entrepreneurs in Aceh in five regencies consisting of embroidery entrepreneurs in Banda Aceh, Aceh Besar, Bireun, Lhokseumawe, and West Aceh. The sampling method used was Proportional Stratified Sampling, which then carried out random sampling in each city or district and obtained 198 embroidery entrepreneurs. This research used AMOS Structural Equation Model (SEM) as a tool for data analysis. The results revealed that Labor Recruitment, Entrepreneurship Training, and Entrepreneurial Orientation positively influenced Entrepreneurial Commitment and Entrepreneur Performance. Meanwhile, organizational innovation had no positive influence on entrepreneurial commitment and Entrepreneur performance. The entrepreneurial commitment acted out as the intervening variable mediated the relationship between labor recruitment and Entrepreneur Performance (Fully Mediated). The entrepreneurial commitment did not act as an intervening variable and did not mediate the relationship between entrepreneurial training and Entrepreneur Performance (Partially Mediated). The entrepreneurial commitment did not act as an intervening variable and did not mediate the relationship between entrepreneurial orientation and Entrepreneur Performance (Partially Mediated). The entrepreneurial commitment did not act as an intervening variable and did not mediate the relationship between organizational innovation and Entrepreneur Performance (Non-Mediated). [ABSTRACT FROM AUTHOR]

A considerable literature points to entrepreneurial orientation (eo) as an essential component in fostering organizational performance. In order to advance theoretical and empirical knowledge in the field of eo, this article undertakes an empirical inquiry into the extent to which entrepreneurial self-efficacymediates the relationship between organizational antecedents and eo at public hospitals in South Africa. Results support the study hypotheses insofar as organizational structure and performance rewards explain a significant amount of variation in eo, while entrepreneurial selfefficacy partially mediates this relationship. The study makes a novel contribution by highlighting the significance of the connection between different organizational antecedents and eo, while additionally interpreting the mediating effect of entrepreneurial self-efficacy, in an under-researched industry and country context. [ABSTRACT FROM AUTHOR]

Entrepreneurship is playing a mediating role in ensuring that the impact of climate and technological changes are regulated and made adaptable and adoptable for humanity through entrepreneurial innovations. In this article, a critical discourse analysis is conducted to establish the facts regarding the influential relationships affecting entrepreneurial orientation (EO) and business productivity for small, micro and medium enterprises (SMMEs) in the information and communications industry in Zimbabwe. An exploratory quantitative methodology using a positivist approach was applied to reinforce the independence of the researcher and to eliminate bias in the exploration of the orientations. Data were collected from 308 entrepreneurial entities located in different parts of the Harare urban zones, which were randomly sampled. One of the major findings of this research points conspicuously to the inevitability of EOs. Accordingly, it is recommended that enterprise regulators, legislators and the state should emphasise the inclusion of EO in the existing body of knowledge, and support telecommunications business practitioners to make significant decisions on strategic risk management when conducting strategic formulation and implementation. [ABSTRACT FROM AUTHOR]

This study aims to determine the direct and indirect effects of entrepreneurial orientation, market orientation, and competitive advantage on the performance of SMEs in the culinary field. The method used in this study is a quantitative method with path analysis techniques. The results of this study are: 1), entrepreneurial orientation has a positive and significant direct effect on the competitive advantage of SMEs. That is, if the entrepreneurial orientation increases, the competitive advantage will increase. 2), market orientation has a positive and significant direct effect on the competitive advantage of SMEs. That is, if market orientation increases, then competitive advantage will increase. 3), entrepreneurial orientation has a direct and positive effect on the performance of SMEs. That is, if the entrepreneurial orientation increases for the better then the performance will increase for the better. 4), market orientation has a direct and positive effect on the performance of SMEs. That is, if the market orientation improves, the performance of MSMEs will increase. 5), competitive advantage has a positive and significant direct effect on the performance of SMEs. That is, if competitive advantage increases, the performance of SMEs will increase. 6), entrepreneurial orientation has no significant effect on the performance of SMEs through competitive advantage. That is, competitive advantage cannot be an intervening variable for the effect of entrepreneurial orientation on the performance of SMEs because the direct effect of entrepreneurial orientation on the performance of SMEs is greater than the effect of entrepreneurial orientation. SME performance through competitive advantage. 7), market orientation has no significant effect on the performance of SMEs through competitive advantage. That is, competitive advantage cannot be an intervening variable for the effect of market orientation on the performance of SMEs because the direct influence of market orientation is greater than the performance of SMEs through competitive advantage. [ABSTRACT FROM AUTHOR]

A considerable literature points to entrepreneurial orientation (eo) as an essential component in fostering organizational performance. In order to advance theoretical and empirical knowledge in the field of eo, this article undertakes an empirical inquiry into the extent to which entrepreneurial self-efficacymediates the relationship between organizational antecedents and eo at public hospitals in South Africa. Results support the study hypotheses insofar as organizational structure and performance rewards explain a significant amount of variation in eo, while entrepreneurial selfefficacy partially mediates this relationship. The study makes a novel contribution by highlighting the significance of the connection between different organizational antecedents and eo, while additionally interpreting the mediating effect of entrepreneurial self-efficacy, in an under-researched industry and country context. [ABSTRACT FROM AUTHOR]

Purpose: This study presents and validates a theoretical model linking individual characteristics of the founding or lead innovative entrepreneur of a start-up venture – the entrepreneur's values, entrepreneurial attitudes and entrepreneurial self-efficacy – to the firm's entrepreneurial orientation (EO) and market orientation (MO) and, ultimately, to firm performance. Design/methodology/approach: We conducted a survey on a stratified random sample of founders of early-stage South Australian micro- and small enterprises with a response rate of 24% (N = 204). Structural equation modelling was used to evaluate the model. Findings: The study found that there is a significant relationship between the individual lead entrepreneur and firm strategies developed in early-stage firms in explaining firm performance. It also found that internal values are positively related to entrepreneurial attitude. Entrepreneurial attitude is positively related to entrepreneurial self-efficacy and EO innovativeness. In turn, entrepreneurial self-efficacy is related to innovativeness, proactiveness and risk-taking. The proactiveness dimension of EO and entrepreneurial attitude is related to MO. Entrepreneurial self-efficacy, innovativeness and MO are related to firm performance. Research limitations/implications: This research was limited to entrepreneurial ventures in South Australia and may lack generalisability in other states and countries. Originality/value: The research contributes to the understanding of the heterogeneity within self-employed individuals, in particular among innovative entrepreneurs, by expanding insights regarding antecedents and consequences of the entrepreneurial process. It develops insights into the links of individual-level constructs with firm-level constructs to develop a more meaningful understanding of new venture creation and performance. It enhances our knowledge of the heterogeneity within the group of self-employed by exploring the individual entrepreneurial antecedents of performance in early-stage firms. [ABSTRACT FROM AUTHOR]

This study examines how five key entrepreneurial orientation (EO) dimensions--risk taking, innovativeness, proactiveness, competitive aggressiveness, and autonomy--affect family business performance, as well as the moderating effect of socioemotional wealth (SEW) on these relationships. The findings, based on a sample of 609 Spanish and Portuguese family firms, reveal that not all EO dimensions are equally important for performance, as only proactiveness, competitive aggressiveness, and autonomy were significant. However, we also find that the EO-performance relationship is affected by concern for SEW preservation, as our SEW measure moderates risk taking positively and innovativeness negatively. [ABSTRACT FROM AUTHOR]

While scholars have recently started to connect organizational factors in preparing a firm for corporate entrepreneurship to organizational outputs such as financial and innovative performance, there is less understanding of the mechanisms explaining these connections and their boundary conditions. In this vein, this study theorizes how and when Organizational Preparedness for Corporate Entrepreneurship (OPCE) enhances corporate financial and innovative performance. Our observation of 256 firms in the food industry of Iran indicates that OPCE promotes financial and innovative performance through the mediating role of entrepreneurial orientation. Moreover, the relationship between OPCE and organizational outputs is stronger when firms perceive their business environment more dynamic. This provides a better understanding of the way firms can enhance their performance, in particular in the novel context of Iran as a developing country. [ABSTRACT FROM AUTHOR]

The objective of this study is to investigate the relationship between Entrepreneurial Orientation (OE) and the performance of Micro and Small Enterprises (SMEs). OE was studied through six dimensions: risk assumption, proactivity, innovative behavior, autonomy, competitive aggressiveness and network of relationships. A survey was used, with an electronic questionnaire, applied to managers/owners. Data were analyzed using Structural Equation Modeling, operationalized in SmartPLS 3. The findings show a positive and significant relationship between OE and organizational performance. As a contribution, it is demonstrated that the network dimension of relationships, which until then was incipient in previous investigations, becomes relevant in the context of the management and performance of SMEs. [ABSTRACT FROM AUTHOR]

Performance is a serious concern for manufacturing SMEs, especially for pharmaceutical SMEs in Thailand. Specifically, pharmaceutical SMEs face challenges regarding the enhancing performance by application of total quality management and entrepreneurial orientation. This study envisioned to assess the entrepreneurial orientation and total quality management on organizational performance of pharmaceutical organizations in Thailand. This study also aimed to test the moderating role of organizational learning. To study the proposed association of variables, the data was gathered from the owners and managers of Thai pharmaceutical small and medium firms. This study concluded that entrepreneurial orientation and total quality management are the factors that significantly enhance the performance of pharmaceutical organizations in Thailand. Findings of the study demonstrate that organizational learning significantly moderate the relationship of TQM with performance of pharmaceutical organizations but it does not moderate the link of entrepreneurial orientation. The theoretical contribution of the present study lies in its use of organizational learning as a moderator of the relationships of entrepreneurial orientation, total quality management, and pharmaceutical SMEs' performance..From the practical perspective, the key contribution of this study is that pharmaceutical SMEs in Thailand may clearly appreciate the benefits of devoting greater attention to the implementation of entrepreneurial orientation, total quality management, and organisational learning to attain a sustained competitive advantage. [ABSTRACT FROM AUTHOR]

This research investigates the firm performance predictors of Thai SMEs, examining the relationships among market orientation (MO), entrepreneurial orientation (EO), and firm performance (FP) through a sample of 405 SMEs operating in the service and retail industries. Specifically, we test the mediation effects on the relationships between MO, EO, and FP by marketing capabilities. Results indicate that MO has both direct and indirect impacts on FP, whereas EO has only a significant indirect impact on FP through the mediation of marketing capabilities. EO can predict MO, while marketing capabilities can predict marketing performance through financial outcomes. This study does provide evidence for best practice for SMEs in that MO and EO as constructs may not contribute to superior performance, organizations may require organizational capability resources, such as marketing capabilities, to attain superior business results. [ABSTRACT FROM AUTHOR]

The study examines how human capital combines with and influences organizational orientations to determine performance. Specifically, this study investigates small restaurant businesses’ ability to effectively exploit intangible resources and capabilities, rather than tangible resources, in order to produce sustainable competitive advantage. A structured questionnaire was used to survey owners/managers of small independent restaurants in the United States. The results demonstrate that human capital, market orientation and entrepreneurial orientation serve as intangible resources and capabilities that can augment the competitive position of independent restaurants, and thereby improve performance. Human capital also combines with and influences the adoption of market orientation and subsequent performance. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to verify the mediating effect of a proactive market orientation capability in the relationship between entrepreneurial orientation (EO) and service innovation in micro and small companies in the food-away from home sector. We analyzed the mediating effect of a marketing capability (proactive market capability) because, according to Morgan et al. (2009), a capability is an ability developed from a strategic orientation, and capabilities and orientations together contribute to organizational performance. Originality/Value: The article verifies the mediating effect of a specific marketing capability, the proactive market orientation (PMO) in the proposed relationship. Most studies on market orientation (OM) treat the construct as a business strategic orientation, but few studies investigate market orientation based on the perspective of dynamic capabilities (Hou, 2008). Design/methodology/approach: A quantitative survey was carried out using a non-probabilistic sampling technique for convenience with 168 establishments. The research was carried out in micro and small companies of the food-way from home sector of Curitiba PR, and the respondents were the managers and owners of the establishments. Findings: The results indicate the existence of the mediating effect of PMO in the relationship between EO and service innovation. [ABSTRACT FROM AUTHOR]

While considerable scholarly attention has been paid to firm performance and prosperity, the performance implications of network and entrepreneurial orientations of startups in emerging economies are admittedly under-explained. Based on the resource-based view (RBV) and strategic fit theory, this study develops a research model to examine the impact of network orientation and entrepreneurial orientation on startup performance in emerging economies. The model also examines how this relationship is mediated through exploratory and exploitative innovation and moderated by strategic flexibility. Using data from a survey of 273 startups, the findings suggest that, at the initial and growth stages, entrepreneurial orientation has a greater impact on startup performance than network orientation. Exploratory innovation has a mediating effect on network orientation and startup performance. Exploitative innovation has a mediating effect on entrepreneurial orientation, network orientation, and startup performance. In the initial stage, exploitative innovation has a greater impact on startup performance, while in the growth stage, exploratory innovation has a greater impact on startup performance. Strategic flexibility plays a positive moderating role in the relationship between entrepreneurial orientation, exploratory innovation, exploitative innovation, and startup performance. These findings provide significant contributions to understanding the growth and performance of startups in emerging economies from a strategic and innovation-oriented perspective. [ABSTRACT FROM AUTHOR]

The question of how to improve green management (GM) is very important for the sustainable development of the world. While this topic has been extensively investigated at the single firm level in the developed countries, it was insufficiently examined in the context of interfirm alliances, especially in developing countries like China. The current study examines how different sources of resources (internal resource accumulation and external resource acquisition) affect the level of alliance green management (AGM). In addition, entrepreneurial orientation (EO) that represents the willingness of firms to adopt new practices has moderating effects on the above relationships. Moreover, the effect of AGM on alliance performance is also examined. We collected multisource data from 164 alliance firms in Chinese manufacturing industry. The results generally support the proposed hypotheses. This study contributes to both GM and alliance research by identifying the internal and external resource factors that influence firms from emerging economies to practice GM in their alliance operations. [ABSTRACT FROM AUTHOR]

This empirical research investigates the mediating role of entrepreneurial orientation in the relationships between organizational ambidexterity and sustainable development engagement and firm performance. The data were collected from 339 small and medium enterprises using a time-lagged approach and further analyzed using structural equation modeling. The results confirm the mediation of entrepreneurial orientation in the relationships between organizational ambidexterity and firm performance and sustainable development engagement. Institutional support also strengthens the entrepreneurial orientation relationship with firm performance and sustainable development practices. This study provides detailed theoretical and managerial implications by effectively using institutional support to increase firm performance and sustainable development engagement. • The study explored the mediating role of EO in the relationships of OA with SDE and firm performance. • We also examined the moderation of institution support in EO linked with SDE and firm performance. • The time-lagged primary data was collected from the SME sector of the emerging economy of Pakistan. • Institutional support is crucial for the relationship between EO with firm performance and SDE. [ABSTRACT FROM AUTHOR]

Among micro, small, and medium-sized firms located in Hungary, I conducted a survey examining the effects of entrepreneurial and learning orientations, and that of perceived environment on firm performance. I studied the perceptions of environmental turbulence and environmental hostility. Three dimensions were examined both in the case of entrepreneurial orientation (i.e., innovativeness, proactiveness, and risk taking) and in the case of learning orientation (i.e., commitment to learning, shared visions, and open-mindedness). The effects of such dimensions on firm performance were analyzed with the path analysis (PLS-SEM) method. In the course of the research, firm performance was divided into three dimensions: efficiency, growth, and profit. The possible effect of available financial resources was also taken into consideration. Results show that the availability of financial resources is relatively important, although it is connected only to the growth dimension of performance. Strategic orientations should be interpreted as multi-dimensional, and they have an effect on different performance dimensions. The research was cross-sectional and has implications for long-term strategic decisions. [ABSTRACT FROM AUTHOR]

The purpose of this research is to study the factors related to the performance of the entrepreneurs who passed through the stages of business development at the university business incubators in Thailand. These factors consist of various characteristics, namely, leadership orientation, entrepreneurial orientation, network capacity, and innovative capacity. The sample group consisted of 220 businesses that had passed through a university business incubator in Thailand. The SPSS Statistics program calculated the basic statistics, as well as the relationship test for each factor studied, and examined the statistics using a structural equation model (SEM). The results revealed that the characteristics of leadership orientation, entrepreneurial orientation, network capacity, innovative capacity, and entrepreneurial performance had relationships in the same direction. Furthermore, an analysis of the relationships between the factors found that entrepreneurial orientation had positive relationships with network capacity and innovative capacity, leadership orientation had positive relationships with innovative capacity and entrepreneurial performance, and innovative capacity had a positive relationship with entrepreneurial performance. These relationships summarize a developmental model for the innovative capacity and performance of businesses that have passed through the university business incubators in Thailand. [ABSTRACT FROM AUTHOR]