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Entrepreneurial orientation (EO) is one of the performance measurements in the research on sport entrepreneurship. Another measure of performance studied is coopetition (simultaneous collaboration and competition). This study tested how EO might affect coopetition. In total, 106 sport entrepreneurs from the United States participated in a survey. This survey included an experiment measuring participants' coopetition tendency (the dependent variable) and EO (the independent variable). EO affected coopetition. This relationship was negative among sport entrepreneurs who reported training with their potential competitors and positive among sport entrepreneurs who did not report such training. EO-behaviors (developing sport products, services, techniques, equipment, and practices) can encourage sport entrepreneurs towards coopetition. This might especially be the case for sport entrepreneurs who use their skills acquired from sports that they train or trained alone. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to investigate whether a corporate orientation strategy facilitates the integration of Total Quality Management practices as well as entrepreneurial orientation enables the improvement of corporate social responsibility practices. Finally, whether total quality management improves measures of implemented social responsibility. Design - The research carried out was explanatory and transversal. Methodology/Approach - A 44-item survey on a five-point Likert scale was administered to 155 hotels threestars and above in the United States of America. Results were obtained from the application of partial least squares structural equation modeling (PLS-SEM) using Adanco software. Findings - The results indicate that entrepreneurial orientation has a positive influence on the establishment of total quality management and social responsibility processes; likewise, there is a very strong connection between these two variables. Originality of the research - The originality of this paper stands out because it simultaneously relates three variables relevant to the hotel sector. These variables are applied in different intensities, so that the results allow visualizing the way in which each of them takes place. Likewise, the study contributes to enhance empirical evidence and verify the different theoretical frameworks developed so far. For management, this means that companies will have to develop methods to measure and qualify each of the processes carried out. The result will enable them to select the processes that contribute most to the establishment of EO, TQM and CSR. In this way, resources will be saved that could be used in other areas. [ABSTRACT FROM AUTHOR]

Research Summary : As a firm‐level attribute, entrepreneurial orientation (EO)'s beneficial relationship to firm performance has been established in the corporate sector; however, its implications in other sectors including university settings remain a rather underexplored area. Based on a sample of 107 universities in the United States, we examine the impact of EO on a wide range of university performance measures from commercialization of intellectual property to more comprehensive university performance metrics. Our findings underscore the critical importance of EO in the context of universities and also reveal the moderation effects of university characteristics such as size and the presence of science, technology, engineering and math (STEM) focus. Managerial Summary : This study examines the impact of EO on university performance. Our findings can be of significance to higher education administrators in several ways. First, we draw attention to the need to recognize university EO as the glue that binds resources together for discovery and exploitation of opportunities. Furthermore, the evidence connecting EO to the U.S. News and World rankings demonstrates that leveraging university EO has potential to impact metrics that many of its stakeholders pay attention to. In addition, our findings suggest that large universities and those with a STEM focus are able to better leverage the EO shift upward in their rankings, which provides guidance for university administrators on how to strategically create and develop new academic programs. [ABSTRACT FROM AUTHOR]

Purpose: Premised on dynamic capability theory, the purpose of this paper is to explore the link between entrepreneurial orientation (EO) and operational responsiveness (OR). In addition, grounded in contingency theory, the authors examine the roles of competitive intensity and technological turbulence in affecting the entrepreneurial orientation and OR link. Design/methodology/approach: This study proposes that firms' entrepreneurial initiatives in terms of innovativeness, proactiveness and risk-taking significantly affect their responsiveness. Competitive intensity and technological turbulence moderate the EO and OR relationship. Using hierarchical regression analysis, the authors analyze the data generated from a sample of 164 small-and-medium enterprises in the USA. Findings: The findings show that entrepreneurial initiatives are instrumental in responding to market requirements, which in turn results in superior performance. The authors also find that the interactive effects of innovativeness/risk-taking and competitive intensity are significant and positive, while those of innovativeness/proactiveness and technological turbulence on responsiveness are significant but negative. These findings imply that OR is effective when the level of competitive intensity is high while technological turbulence is low. Research limitations/implications: The authors conclude the paper by suggesting that entrepreneurial actions are pre-requisites for OR, which becomes effective only when the market experiences a moderate level of competition and a low level of technological change. The study provides implications for cross-functional research in the areas of entrepreneurship and operations management (OM) and also suggests future directions in this research stream. Originality/value: Although responsiveness has been recognized as a critical competitive capability in the OM literature, its relationship with EO is not fully understood and has not been empirically tested. Moreover, the interplay between EO and competitive intensity/technological turbulence and their effects on effective OR have not been gauged in the past. [ABSTRACT FROM AUTHOR]

Building on the entrepreneurial orientation (EO) literature, we investigate the relationship between family firm performance and autonomy, a key EO dimension. To enhance the understanding of the role of autonomy, we compare the joint impact of environmental dynamism and national cultural context (performance-based vs socially supportive cultures) on the autonomy–performance relationship of family firms in the United States and Taiwan. Using a configurational approach and data from 130 family firms (53 in the US and 77 in Taiwan), we found that in dynamic environments, autonomy is associated with improved performance in the United States, while in Taiwan, firms in dynamic environments fared worse with increasing autonomy. We discuss the implications of these findings and provide recommendations for future research. [ABSTRACT FROM AUTHOR]

This research has aimed to analyze the influence of the Technology Readiness Index (TRI) in the entrepreneurial orientation (EO) for Brazilian small-business men who have settled in the United States of America. The exploratory research or quantitative survey was based on a structural equation modeling, using SmartPLS (SEM-PLS). The sample was comprised of 107 Brazilian small-entrepreneurs who live in the United States. The results indicate the predominance of inducing technology factors in dimensions of optimism and innovativeness to the TRI, which suggests making use of new technologies. By excluding the dimensions of discomfort and insecurity on the TRI, it was revealed entrepreneurs feel more comfortable with technology and do not feel uncomfortable or insecure about using them. Regarding the entrepreneurial orientation, it was possible to perceive dimensions of risk propensity, proactive approach and innovativeness among those who participated in the survey. Concerning the relationship of both constructs, the TRI and the OE, the structural model has shown good fitting of 36%, which means the TRI explains the EO in 13%. In outline, it is to say the TRI fairly influences the entrepreneurial orientation of those Brazilian small-business men analyzed. [ABSTRACT FROM AUTHOR]