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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]

Corporate leaders are increasingly embracing entrepreneurial activity as a potential source of achieving a competitive advantage. Leaders adopting an entrepreneurial orientation (eo) at the firmlevelmust foster an entrepreneurial-mind-set employees. This article aims to expand understanding on how an entrepreneurial mind-set as well as transformational leadership impact levels of eo at firms in an emerging market context, South Africa. Following a survey, partial least squares structural equation modelling (pls-sem) analysis is used to test the study hypotheses. Findings reveal positive and significant interrelationships between the study variables, where path analysis supports the studymodel and where both transformational leadership and an entrepreneurial mind-set amongst share a reciprocal causal relationship with higher levels of eo. [ABSTRACT FROM AUTHOR]

Entrepreneurial characteristics and organisational culture have an impact on the innovative capability of a company. Therefore, our research tries to examine the influence of different individual entrepreneurial characteristics and organisational culture dimensions on corporate innovativeness and any direct subsequent company growth. This paper proposes the classification and measurement of five dimensions of entrepreneurial orientation; risk taking, proactiveness, competitive aggressiveness, autonomy and customer orientation and 3 dimensions of organisational culture; power distance, uncertainty/avoidance and individualism/collectivism with the objective of explaining service innovation performance. Specifically, we try to show the differences between the importance of different entrepreneurial characteristic and each organisational culture dimension on a product/service innovation. To this end, a survey was performed on a sample of tourism companies in Slovenia. The data was analysed by employing univariate and multivariate data analyses techniques. Data gathered fromthe survey suggests that entrepreneurial orientation and organisational culture dimensions positively influence innovativeness in tourism companies. Empirical evidence supports the view that a company with more developed entrepreneurial characteristics and organisational culture will be more innovative. This paper is one of the first to find empirical support for the role of entrepreneurial characteristics and organisational culture in tourism companies in Slovenia. Despite a number of limitations, it offers a picture of how these dimensions should be developed in order to enhance innovation. It also presents managerial implications, as managers are responsible for the forming of these dimensions. [ABSTRACT FROM AUTHOR]