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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]

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]