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Rapid economic growth, intense competition, and rising environmental concerns are compelling businesses to attain sustainable performance and preserve long‐run interests. Considering the lack of EO in small and medium enterprises (SMEs) in the emerging context of Pakistan, the present study investigates the impact of entrepreneurial orientation (EO) on sustainable business performance (economic, environmental, and social) by drawing perspective from dynamic capabilities and resource‐based views. The mediating role of innovation capabilities between EO‐sustainable performance and the moderating effect of technology dynamism on the EO‐innovation capabilities link is also examined. Data from 408 Pakistani SMEs was analyzed using the structural equation modeling. The findings reveal a direct positive influence of EO on sustainable performance. Furthermore, innovation capabilities are found to mediate the EO‐sustainable performance relationship, while technology dynamism positively moderates the EO‐innovation capabilities link. These results emphasize the importance of aligning EO with innovation capabilities to adapt to technological changes in the industrial regime. The theoretical contributions emphasize the importance of promoting EO‐innovation capabilities. Practical contributions imply that entrepreneurs should create an enabling environment that fosters innovation capabilities within SMEs to enhance sustainable performance, especially in resource‐constrained emerging settings. The study also offers researchers a foundation for further investigations in this area. [ABSTRACT FROM AUTHOR]

This study investigates the impact of five dimensions of entrepreneurial orientation (risk-taking, proactiveness, innovativeness, aggressiveness, and autonomy), an independent variable, on SMEs’ organizational performance in Bangladesh. The study surveyed 237 SMEs’ owners (out of 300, with a response rate of 79%) in Gazipur district, Bangladesh. Cronbach’s alpha (α) value of 0.70 was used to examine the reliability of the constructs in this study. Drawing from earlier research, a five-point Likert scale questionnaire was constructed to assess the links between entrepreneurial orientation and SMEs’ organizational performance. The dependent variable in this study was SMEs’ organizational performance, which was based on business growth, change in number of employees, profitability, and sales growth. The hypotheses were tested using SPSS with a 95% confidence interval. The results suggest that all five dimensions of entrepreneurial orientation positively affect the organizational performance of SMEs in Bangladesh. It is evident that proactiveness (β-value = 0.330) has the greatest effect on SMEs’ organizational performance, and competitive aggressiveness has the least effect (β-value = 0.230). The independent variables explain a significant proportion of the variability observed in SMEs’ organizational performance (R2 = 57.4%). The research outcomes offer valuable implications for entrepreneurs, policymakers, and academics. AcknowledgmentThe authors acknowledge the Accounting Research Institute (ARI)-HICoE.

The studies reveal inconsistent results, probably due to the omission of the mediating and moderating roles of market orientation (MO) and environmental dynamism (ED). To explicitly address this gap, this study investigates how EO influences performance in selected municipalities of Limpopo Province: the role of MO and ED. The data was collected from 403 respondents across Capricorn and Sekhukhune district Municipalities. The data was analysed using SmartPLS 4.0. The empirical findings of this study show that there is a significant positive relationship between EO and the performance of SMMEs. The study further shows that the relationship between EO and performance is partially mediated by MO and the relationship is also moderated by ED at an average weight. The contributions of this study are (i) that it unravels EO as a uni-dimesional construct and the effect it has on performance. The second contribution is assessing the roles of mediating and moderating variables that influence the EO-performance nexus. This paper fills a gap in the literature by exploring external business variables mediating and moderating the relationship between EO and performance and contributes to the discussion on the contradictory results regarding the relationship between EO and performance. [ABSTRACT FROM AUTHOR]

PURPOSE: This study aimed to determine the relationship between entrepreneurial orientation (EO), innovative co-branding partnership, and business performance. EO was analyzed through five dimensions: innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy. METHODOLOGY: As part of the first phase of brand management research, the quantitative survey was conducted in June 2023 among managers of companies operating in Poland using an online questionnaire. 280 responses were obtained, of which 266 questionnaires were qualified for further calculations. Incomplete questionnaires were eliminated. Hypotheses were formulated regarding the positive impact of the five dimensions of EO (innovation, proactivity, risktaking, competitive aggressiveness, and autonomy) on business performance and innovative co-branding partnership, and the positive impact of innovative co-branding partnership on business performance. Structural equation modeling using partial least squares (PLS-SEM) was applied to support the conceptual framework and proposed hypotheses. The calculations were performed in Smart PLS version 4.0.9.5. FINDINGS: The results indicate that three EO dimensions (innovativeness, proactiveness, and competitive aggressiveness) influence business performance. There was no effect of risk-taking and autonomy on business performance. In addition, three EO dimensions (innovativeness, competitive aggressiveness, and autonomy) influence innovative co-branding partnership. No effect of risk-taking and proactivity was found on innovative co-branding partnership. This means that two EO dimensions (innovativeness and competitive aggressiveness) positively influence innovative co-branding partnership and business performance. Furthermore, innovative co-branding partnership was proven to influence business performance. IMPLICATIONS for theory and practice: The results of the study point to theoretical implications for further exploration of entrepreneurial orientation and its dimensions. The practical implications relate to recommendations for managers. Managers should make efforts to increase innovation, market activity, and competitiveness of the market offer. It is necessary to monitor the actions taken in the context of their impact on selected market, consumer, product, and brand performance. In addition, managers should analyze the possibilities of undertaking cooperation of this nature to increase business performance. ORIGINALITY AND VALUE: This study provides a better understanding of the impact of entrepreneurial orientation on business performance using innovative co-branding. Compared to previous studies, it has an advantage in research by introducing the issue of innovative co-branding, which can be used for the development of new business activities. In addition, this study focuses on several areas of business performance, including product, brand, consumer, and financial performance. [ABSTRACT FROM AUTHOR]

PURPOSE: This article aims to determine how companies in the SME sector modify their business strategies in response to changes in the external environment. The research focused on modifications to entrepreneurial strategies expressed through the fundamental dimensions of entrepreneurial orientation (EO): risk-taking, innovativeness, and proactiveness. Additionally, it identified which types of reactions (modifications in strategies) lead to the most favorable changes in firm performance. The external environment was determined based on the market situation that resulted from the emergence of the COVID-19 pandemic. METHODOLOGY: This is quantitative research. The study utilized data from 126 small printing businesses operating throughout Poland. Analyses were conducted on the data that reflected modifications in entrepreneurial behaviors and performance during three periods: the pre-crisis period, the initial phase of the crisis (the full lockdown period), and the second phase of the crisis (the period of easing the restrictions). The identification of the behavior types was carried out using cluster analysis. FINDINGS: The results of the research led to the conclusion that, with a change in market conditions, companies significantly change their levels of EO. In particular, the surveyed companies reduced their levels of EO during the outbreak of the COVID-19 pandemic. At the same time, this decrease was mainly due to significant decreases in risk-taking. The levels of EO increased when the conditions improved due to significant increases in innovativeness and proactiveness. Moreover, the analysis enabled the identification of four types of reactions to the emergence of the crisis as well as three types of reactions to the improvement of the external conditions that resulted from the easing of restrictions and the introduction of anti-crisis support measures for businesses. Additionally, it was demonstrated that the type of reaction had a significant impact on the changes in the performances of the examined companies. In particular, it was shown that the lowest decline in performance during the initial phase of crisis could be observed in passive enterprises, i.e., those that did not modify their entrepreneurial strategies (did not alter their levels of individual dimensions of EO). The greatest increase in performance was achieved during the period of easing restrictions by those companies that significantly enhanced their activities across all of the considered dimensions of EO. IMPLICATIONS: The research results provided insights for entrepreneurs in strategic management. Specifically, they learned about the modifications in entrepreneurial behaviors that could lead to the most favorable and optimal improvements in a firm's performance when market conditions change. ORIGINALITY AND VALUE: The study contributes to the literature concerning reactions to changes in market conditions. This innovative approach considers dynamics where the changes themselves are variables. In particular, this research identifies types of entrepreneurial reactions to market condition changes in terms of dimensions of entrepreneurial orientation. Furthermore, it provides an answer to how firm performance evolved regarding various reaction types (using the example of the printing industry). [ABSTRACT FROM AUTHOR]

Research has been done in Paranaque City on the relationship between organizational performance and entrepreneurial orientation, product innovation, and differentiation strategies. The purpose of this study was to identify potential strategies for creating small-business owners of successful coffee shops who could continue to provide high-quality goods and services. Based on a representative sample of 153 micro entrepreneurs aged 20 to 41 and above, an indication was obtained from the small coffee shop entrepreneurs' survey. Based on the entrepreneur's personal and business profile, the researcher used multiple linear regression technique to identify changes pertaining to business and small coffee shop entrepreneurs in terms of demographic features, entrepreneurial orientation, product innovation, and differentiation strategies, use of resources, organizational structure, and organizational performance. The findings demonstrated the empowerment of small coffee shop owners in Paraaque City, as evidenced by the independent variable of entrepreneurial orientation, the dependent variables of organizational performance and the entrepreneur's individual business profile, and the mediating variables of product innovation and differentiation strategies. [ABSTRACT FROM AUTHOR]

We examine COVID-19 as an external enabling mechanism and propose the interplay between entrepreneurial self-efficacy (ESE) beliefs and entrepreneurial orientation (EO) may help explain why some small firms are enabled to exploit disequilibrating environmental changes. We predict that ESE's relationship with performance is mediated through its strategic posture, and the perceived impact of COVID moderates this relationship. We test our moderated-mediation model using data collected over multiple waves from a sample of 190 small business owners. While our findings suggest that an entrepreneur's self-efficacy may contribute to firm performance alone, it appears insufficient to mitigate the perceived negative consequences caused by the pandemic. However, ESE may play a pivotal role when channeled through the firm's strategic orientation. Our results suggest embracing an entrepreneurial orientation is appropriate for navigating stiff economic headwinds and unprecedented uncertainty. Still, the benefits of such a posture can be fully realized only when entrepreneurial self-efficacious managers lead the firm. [ABSTRACT FROM AUTHOR]

The recently introduced concept of supply chain entrepreneurial embeddedness (SCEE) refers to the extent to which large firms integrate entrepreneurial capabilities into their supply chains. Achieving a higher degree of SCEE can involve assimilating entrepreneurial practices by copying entrepreneurial firms' behavior, allying with entrepreneurial firms to gain access to and learn from them, and acquiring entrepreneurial firms to bring their practices inside the firm. Because SCEE appears to be a pathway to enhanced firm performance, enhancing SCEE should be attractive. However, our thesis is that efforts to do so may be undermined by cognitive biases—heuristics used by the human mind to simplify complex situations that result in distorted thinking. We explore the possible problems arising due to 11 cognitive biases discussed by Schwenk (Strategic Management Journal, 1984, 5(2), 111). We offer two brief case examples of companies that are seeking to make their supply chains more entrepreneurial; each illustrates several of the biases in action. We also consider whether supply chain complexity and entrepreneurial orientation can mitigate or strengthen cognitive biases' harmful effects on SCEE. In doing so, we construct an important interface across entrepreneurship and supply chain management. [ABSTRACT FROM AUTHOR]

This research discusses crucial aspects of Micro, Small, and Medium Enterprises (MSMEs) in Indonesia, focusing on comprehensive performance evaluation that includes financial and non-financial dimensions. Nevertheless, challenges such as the impact of the COVID-19 pandemic, limited entrepreneurial orientation, inadequate knowledge management, and difficulties adapting to rapid environmental changes have increased the rate of MSME closures in Indonesia. This study, involving 125 MSMEs in the Malang Raya region, examines the mediating role of knowledge management and dynamic capabilities in the relationship between entrepreneurial orientation and company performance. The results indicate that entrepreneurial orientation positively impacts company performance, knowledge management, and dynamic capabilities. However, knowledge management and dynamic capabilities do not significantly influence company performance, suggesting that they do not mediate between entrepreneurial orientation and company performance. Practically, these findings have significant implications for practitioners and policymakers seeking to enhance the performance of MSMEs in Indonesia. Recognizing the crucial role of entrepreneurial orientation in shaping positive company performance implies that fostering an entrepreneurial mindset is a key strategy. Nevertheless, considering the insignificant impact of knowledge management and dynamic capabilities on company performance, attention should be redirected towards alternative factors or strategies to address the unique challenges faced by Indonesian MSMEs. Policymakers can use these insights to design interventions targeting critical areas to create a conducive business environment for MSMEs in Indonesia. [ABSTRACT FROM AUTHOR]