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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]

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]

Pilang Village in Sragen Regency is renowned for its unique batik centers, known for their distinctive flora and fauna ornaments. The local government actively supports artisans by promoting innovation and providing assistance in design, production, and marketing. However, entrepreneurs in the creative industry face challenges related to fostering innovation, strategic planning, and embracing risk-taking to enhance marketing performance. This study investigates the influence of innovation, market orientation, and entrepreneurial orientation on marketing performance in the batik industry, focusing on batik craftsmen from Pilang Village. A sample of 53 respondents is selected using saturated or census sampling techniques, and data analysis is conducted through Structural Equation Modeling (SEM) using the SmartPLS 3.0 application. The findings demonstrate that innovation, market orientation, and entrepreneurial orientation significantly impact marketing performance. Consistent product innovation, addressing customer needs, and following trends are crucial. Furthermore, emphasizing product marketing variations and modernizing production processes play a vital role. An entrepreneurial mindset that embraces risk-taking and proactiveness effectively boosts sales and marketing success. This study offers valuable insights into the batik industry's marketing dynamics, emphasizing the importance of customer-centricity, innovation, and entrepreneurial mindset to thrive in a competitive market. [ABSTRACT FROM AUTHOR]

we have tried through this article, to study the effect of strategic planning on entrepreneurship in small enterprises, depending on the scope of the planning objectives, taking the risk into consideration, using structural equations modeling, and the data was processed using the smart pls program. the results obtained, show, that strategic planning has an effective role in the impact of risk for the entrepreneur, who is characterized by qualities, such as, challenging the unknown, adventurous, and daring in making bold decisions, which requires him to plan to reach the goals. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Entrepreneurship, Management & Innovation is the property of Wyzsza Szkola Biznesu-National Louis University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Universities are a relevant and little-explored context to the study of strategic action, considering their need to adapt to environmental dynamics and establish a closer relationship with society. This study contributes to shedding light on how the changing process from a traditional university model to a more entrepreneurial model takes place. Thus, this study aims to analyze the role played by the universities' strategic management to the establishment of entrepreneurial orientation (EO) in the academic environment. For this sake, we did a multiple case study focusing on managers' decisions at the strategic level. The selected cases are three universities, two in Brazil and one in Sweden, recognized for their academic entrepreneurship approach in their environments. Based on these cases, the study reveals the influence of top-management decisions for the establishment of EO and how traditional institutions can pursue an entrepreneurial university model. The results emphasize the key role played by the universities' strategic management in establishing EO, through different levels of participation, but with recurrent behaviors in the implementation of the third academic mission. [ABSTRACT FROM AUTHOR]

As there is a common opinion in literature that entrepreneurship can be taught, the role of education system in providing the knowledge and skills necessary for future entrepreneurs is undeniable. The growing need for entrepreneurial knowledge, skills and actions in both professional and private life becomes more imperative, and education plays an important role in creating an entrepreneurial society and business culture. The number of educational programs in entrepreneurship at all levels of education systematically grow worldwide. Entrepreneurship education should develop entrepreneurial individuals and aspiration by equipping people with the appropriate knowledge and skills to initiate and sustain enterprises. Entrepreneurship education has a positive impact on the development of the entrepreneurial spirit of youth, its intentions towards starting own business, higher employability and finally more significant role in society. Entrepreneurial intention initiates entrepreneurial actions. Entrepreneurial intention shows the objective of an individual to choose entrepreneurship as a professional career. Within organization, entrepreneurial intention are the basis for entrepreneurial orientation of the whole company. Entrepreneurial orientation can be described as a individual's natural inclination or attitude towards entrepreneurship. From this point of view, it can be developed and strengthen during the upbringing, especially within the educational system. It is analyzed within strategic management of enterprise. Creating entrepreneurial attitudes and behaviors brings benefits not only to individuals, but also translates into the economic results of enterprises, and in a broader perspective, contributes to the economic development of a given country. As the entrepreneurial orientation is a multi-dimensional construct of a complex nature, actions and attitudes should be studied and compared in relation to each dimension of the construct. Construct could be described as multidimensional when we are dealing with several separate but related dimensions, treated as one coherent theoretical concept. The dimensions of entrepreneurial orientation most often mentioned in the literature include: proactivity, organizational autonomy, competitive aggressiveness, internal innovation and risk taking. This paper is a research article in character. The main aim of the article is to investigate the correlation between entrepreneurial attitudes and entrepreneurial intentions of students, understood as a declaration of willingness to start their own business. The article presents the results of a survey among 250 students in Poland, conducted in the first quarter of 2021. Entrepreneurial attitudes of students were examined as elements of entrepreneurial orientation, and were assessed in 5-point Likert scale. To data analysis, the descriptive statistics were used, and Gamma correlation coefficient to analyze the correlation between non-parametric variables. The study confirmed a positive relationship between the potential for entrepreneurial orientation and the intentions to start a business. [ABSTRACT FROM AUTHOR]

Small businesses contribute to society on many fronts: job creation, tax revenues, functional products and services, charitable donations, technological developments, and social contributions to communities. Given these contributions, and small firms' limited resources, it is important to understand what strategic management practices (SMPs) – activities engaged to develop and implement strategy – positively impact small firm performance. Small business leaders may apply various combinations of SMPs to achieve performance objectives. Here, we apply Fuzzy set Qualitative Comparative Analysis (fsQCA) to explore how various combinations of six different SMPs – entrepreneurial orientation (EO), strategic planning, goal setting, total quality management (TQM), social capital, and small business owners' analysis of financial ratios – affect performance. From a sample of U.S. printing companies, we found four different configurations of SMPs related to higher small business performance. [ABSTRACT FROM AUTHOR]

To enrich understanding of the causes of entrepreneurial orientation (EO), we examine whether and how EO is rooted in organizational culture. Following a new conceptualization of EO and based on data from 269 Mexican firms, we theorize and find that organizational culture is a strategic resource that firms can use to cultivate EO and this influence is more transmitted through firms' entrepreneurial behaviors than through managers' attitude towards risk. Further, this process is moderated by firms' strategic planning. We hope that our study demonstrates the promise of the new conceptualization of EO and stimulates more research towards the EO antecedent direction. We also hope that the results help improving the understanding and contextualization of EO in an under-studied area --Latin America. [ABSTRACT FROM AUTHOR]

The prime objective of the current study is to examine the impact of the entrepreneur orientation, market orientation, and the learning orientation on the performance of the SMEs in the Thailand. The study has employed the survey-based methodology. The response rate of the current study is 81 percent. The study has employed the structural equation modeling using SEM-PLS. The data is collected from the manufacturing SMEs in Thailand. The research findings obtained in this study contribute to the literature. The study attempted to analyze the effects of learning orientation, entrepreneurial orientation and market orientation on the SMEs performance in Indonesia. In previous studies, single strategy implementation resulted in suboptimal performance. Therefore, the present study further extended this theory by considering all three strategic orientation measures, i.e. market orientation, learning orientation and entrepreneur orientation as the significant SMEs performance drivers. The empirical findings obtained in this study provide supporting evidence in favor of resource-based view (RBV), which suggests the alignment of strategies for higher organizational performance. The findings offer deeper understanding about the effects of EO, MO and LO on the overall SMEs performance in Indonesia. The present study provides insights for the practitioners and policy makers which may facilitate them in the formulation of SMEs related policies. The analytical outcomes suggest that the SMEs managers must closely coordinate with the quality and marketing departments, thereby assisting them in promoting higher performance and customer satisfaction. [ABSTRACT FROM AUTHOR]

Linking strategic management to performance has been called essential for public managers to confront pernicious environmental and community problems in the 21st century. This article examines the role that an organization's entrepreneurial orientation (EO) plays in the linkages between organizational capacities, strategies, and perceived performance. An EO is considered a key driver of a public organization's willingness to engage in risk taking, innovation, and proactivity aimed at enhancing organizational routines, decision-making, and performance. Scholars have provided empirical guidance for the antecedents and consequences of entrepreneurialism in bureaucracy, yet we know little systematically about how EO links to strategies that may affect performance in the public sector. To investigate, we employ a mixed methods design using a nationwide survey of U.S. local governments and interviews with local government managers about their experiences in sustainability programs. Quantitatively, we find evidence for environmental factors of political and administrative capacities positively influencing EO, and that strategic activities of performance information use, venturing, and interorganizational collaboration mediate the relation between EO and perceived sustainability performance. Interviews corroborate these findings and illuminate how local government managers proactively engage stakeholders, consider risk taking, build capacity, and pursue innovation in sustainability. [ABSTRACT FROM AUTHOR]

The development of entrepreneurship theory states that entrepreneurship as a mindset. Some other literature has even linked strategy management with entrepreneurship into an inseparable construct. One of the equations contained that entrepreneurship related to produce wealth, while strategic management related to the create competitive advantage which ultimately plays an important role in wealth creation. With similarities, talking about entrepreneurial mindset certainly cannot be separated from the strategic mindset itself. Generally, strategic mindset here can be classify into two orientation, artist and scientist. Given that the mindset here is related to way of gathering information or way of thinking, the research here attempts to identify what kind pattern of thinking that can create high entrepreneurial orientation. Research here is more focus about entrepreneurs at the individual level, not in the context of companies or organizations. The final output in this paper is to build proposition and conceptual model abour entrepreneurial artist and scientist to be testing in further research. [ABSTRACT FROM AUTHOR]

The optimal distinctiveness perspective argues that firms face competing pressures to be both 'like' and 'different from' their peers. On the one hand, institutional scholars assert that firms need to be similar to peers in order to gain legitimacy. On the other hand, strategy scholars insist that firms need to strive to be different to gain competitive advantage. In order to enrich the optimal distinctiveness perspective, the present study builds a conceptual model that addresses the relationships among organisational regulatory legitimacy, entrepreneurial orientation, and SME innovation under the context of China's transition economy. Our empirical results show that organisational regulatory legitimacy has an inverted-U relationship with SME innovation. Further, entrepreneurial orientation strengthens this inverse-U shaped relationship. That is, entrepreneurial orientation magnifies both the positive and the negative effect of organisational regulatory legitimacy on SME innovation. This study echoes to the call to conduct broader optimal distinctiveness research by integrating institutional theory and strategic management. Furthermore, our findings provide new evidence for the strategic balance perspective of optimal distinctiveness. [ABSTRACT FROM AUTHOR]

The underlying assumption of this study is that it is possible to define some principles of strategic management. These principles, called strategic orientations, influence and direct the activities of an organisation and are intended to ensure its viability and superior performance. So far, studies into strategic orientations that set out to explain different levels of organisational performance prove that each type of strategic orientation can have a positive impact on business performance. The purpose of this study is to discuss the key aspects of the three strategic orientations - entrepreneurial, market and organizational learning, outlining the relationship between them and the consequences of their choice on the development of the organization. In addressing entrepreneurial, market and learning orientations, the study has described some of the relationships between orientations and their effect on organisational performance. This has allowed us to identify areas of future studies on strategic orientations – that is to say, their integration, the effect of their configurations on organisational performance in different environments, and internal factors underlying strategic orientations. [ABSTRACT FROM AUTHOR]

Research on the topic of entrepreneurial orientation (EO) continues to proliferate. Nonetheless, the conceptualization and measurement of this construct are matters of ongoing discussion and debate, and construct-specific advice with respect to the generation high value-added EO research is sparse. This editorial is aimed at providing guidance to EO researchers in three areas: (a) EO's conceptualization(s) and position as they relate to the larger set of corporate entrepreneurship-related constructs, (b) EO's measurement challenges and possibilities, and (c) suggested guidance and directions for future EO research. [ABSTRACT FROM AUTHOR]

Purpose Despite the recognized importance of knowledge management for small family firms, relatively little empirical research has been done so far to understand the mechanisms through which absorptive capacity (AC) assists their performance. The purpose of this study is to understand the relationship between absorptive capacity and performance in small family firms.Design/methodology/approach In this study, the authors theoretically argue and empirically validate that AC enables the creation of entrepreneurial, market and technology orientations in small family firms, which, in turn, lead to superior firm performance. They also tested the study’s hypotheses using mediation and multiple linear regression analyses on data collected from 272 small Indian family firms.Findings The study’s findings suggest indirect relationship between AC and performance. The strategic orientations provide a mechanism through which investments in small family firms’ AC results in firm performance.Practical implications This study offers crucial insights to practitioners and small firm managers regarding the use of knowledge-based capabilities in creating appropriate strategic postures, which, in turn, assist firm performance.Originality/value This study is among few research attempts in understanding the knowledge aspects of small family firms. The present research contributes to the existing literature by unravelling the relationship between knowledge management and small family firm performance. Also, by bringing in data from an under-studied context of an emerging economy, this study strengthens the theoretical applicability of knowledge management in different contexts. [ABSTRACT FROM AUTHOR]

The main objective of this study is to empirically examine the effect of Market Orientation (MO), Entrepreneurial Orientation (EO) and Learning Orientation (LO) on Microfinance Institutions' (MFIs) performance in the context of Yemen. It also examines the mediating effect of LO on the link between MO and EO in Yemeni MFIs' performance. A survey questionnaire approach was employed in which 166 branch managers of MFIs across the country participated. A total of 125 usable questionnaires was obtained and used in the data analysis. The measurement model and structural model analyses were performed using partial least square structural equation modelling, Smart PLS 3.0. The results proved that both EO and LO, but not MO, have direct significant effects on MFIs' performance. This study also found a mediating effect of LO on the link between both MO and LO with MFIs' performance. These findings suggest that LO plays a significant role in MO, EO and MFIs' performance. The results of the study are of great value for academicians, policy makers and practitioners. [ABSTRACT FROM AUTHOR]

The purpose of this research is to develop a conceptual model dealing the relationship between EO and sales growth performance by proposing the Pareto sales network asset as a reliable bridge for mediating EO and sales growth performance in SMEs in Indonesia. Lending the network theory and the Pareto concept, we propose a concept on The Pareto sales network asset as a strategic asset for enhancing sales growth performance. The main finding of this study is that an entrepreneurial oriented firm who success in accessing the Pareto sales network which by nature is outside of the firm will get the networked power. Having, maintaining and using the networked power getting from a Pareto sales network asset will be a key asset for enhancing sales growth performance. The acceptance of the hypotheses on the role of the Pareto sales network asset demonstrated the importance of this strategic asset for SMEs in enhancing performance. [ABSTRACT FROM AUTHOR]

The current research investigated the relationship between entrepreneurial orientation and firm performance through mediation transformational leadership in the context of Pakistani SMEs. For this purpose, 193 SMEs were selected from Khyber Pakhtunkhwa. The data was collected through a structured questionnaire from the selected respondents. The study found that entrepreneurial orientation is positively and significantly related with firm performance (t=13.39, p<.05). The study also found that transformational leadership moderates the significant relationship between entrepreneurial orientation and firm performance. Limitations, managerial implications and direction for future research is also highlighted. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the relationship between entrepreneurial orientation (EO) and firm growth and the moderating role of business environment for Russian and Finnish small- and medium-sized enterprises (SMEs). For hypothesis testing, structural equation modeling is applied to the data set of 104 Russian and 117 Finnish privately owned SMEs. Results show that while in the Finnish market context EO dimensions are directly associated with firm growth, in the emerging Russian market the relationship is moderated by the dynamic and hostile environment. The results also provide evidence of the nature of EO for SMEs operating in Russia. [ABSTRACT FROM AUTHOR]

Research summary: This paper posits adaptive capability as a mechanism through which a firm's prior growth influences the exhibition of future entrepreneurial action. Defined as the firm's proficiency in altering its understanding of market expectations, increased adaptive capability is a consequence of the new resource combinations that result from expanding organizational boundaries. Increased adaptive capability in turn corresponds to expansion of entrepreneurial activity, as firms increase their entrepreneurial orientation as the strategic mechanism to capitalize on their improved understanding of market conditions. We find support for our research model in a two-study series conducted in South Korea and the United Kingdom. Managerial summary: Most would agree that entrepreneurially oriented firms-being innovative, entering new markets, and taking risk-grow faster. But how a firm becomes entrepreneurial is a complicated question. In this study, we flipped the growth relationship around and found support for growth contributing to a firm's entrepreneurial orientation. But between growth and being more entrepreneurial is the firm's ability to recognize changes in market expectations. We argue that as a firm grows, it acquires new resources and new knowledge of how to use those resources. These new resource combinations increase its ability to recognize changes in market expectations-its adaptive capability. This capability uncovers new entrepreneurial opportunities for value creation. To capture this potential value, firms expand their entrepreneurial orientation. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine the effects of market, technology, and entrepreneurial orientations (EOs) on both innovation and firm performance. It analyzes the mediating effects of incremental and radical innovation within the context of entrepreneurial firms in Turkey, an emerging economy.Design/methodology/approach This study empirically analyses the impact of strategic orientations on firm performance through innovation with a sample of 818 small and medium enterprises in Turkey. To test the proposed model, LISREL is used.Findings Proactive market orientation (MO) and technology orientation (TO) lead to radical innovation, while responsive MO strongly affects incremental innovation. EO impacts performance directly and indirectly via both incremental and radical innovation.Practical implications Finding suggests that senior management of firms, especially in emerging economies should encourage marketing managers to focus on key trends of markets, both existing and emerging. These marketing managers should find and work with lead users to improve radical product development. This means that those managing marketing need to be well schooled in technology, and they should also possess a proactive MO.Originality/value The present study employs a two-part view of the MO construct (responsive and proactive MO). This conceptualization provides a greater degree of precision in the use of the MO concept which was rarely employed in prior studies. Moreover, this paper views strategic orientations as drivers of innovation and examines how radical and incremental innovation mediate the effects of MO, EO and TO on firm performance. Finally, this is one of the few studies to look at all of these factors simultaneously and to include the two-part view of MO. [ABSTRACT FROM AUTHOR]

Ecosystem degradation and social sustainability have become important issues in the corporate sphere during the last few decades. However, research discussing corporate social responsibility and related concepts has often focused on larger companies, sometimes neglecting the specifics of small and medium-sized enterprises (SMEs). The main purpose of this study is to examine the relationships between two common strategic orientations, market orientation (MO) and entrepreneurial orientation (EO), in relation to sustainability commitment, sustainability practices and management values in SMEs. Questionnaire responses from 450 Swedish SMEs were analyzed, confirming the influence of MO, EO and sustainability practices on commitment to sustainability, implying that firms committed to sustainability see both market and entrepreneurial advantages of sustainability. The results also show that different parts of MO and EO differ in importance for commitment to sustainability among SMEs. Implications concern the importance for firms and policymakers to work with sustainability issues using both internal and external perspectives. © 2015 The Authors. Business Strategy and the Environment published by ERP Environment and John Wiley & Sons Ltd [ABSTRACT FROM AUTHOR]

The influence of organizational ambidexterity on innovation and the growth of enterprises has gradually become an important research topic in the field of strategic management and organization theory. This paper builds up a theoretical framework of the relationship between organizational ambidexterity and innovation performance with regards to corporate entrepreneurship orientation. We select 175 companies from high and new technology industries in China's three large cities, Beijing, Tianjin and Dalian, as samples to carry out an empirical test. We find that the balance and complement of organizational ambidexterity are positively correlated with the innovation performance of enterprises; a corporate entrepreneurial orientation has a significantly moderating effect on the relationship between the balance dimension of organizational ambidexterity and innovation performance, yet it has no significant positive moderating effect on the relationship between the combined dimension of organizational ambidexterity and innovation performance. [ABSTRACT FROM AUTHOR]

A large body of research has exhibited the positive effect of entrepreneurial orientation (EO) on firm performance. However, research that attempts to explore what happens to high EO firms when they mature is sorely needed. Every firm establishes a heritage over time that impacts future capabilities. In the current research, we build on the international business literature to examine how a firm's administrative heritage moderates the long-term effects of the EO-performance relationship, examined through the firm's asset specificity, founder tenure, and home culture embeddedness. From this, implications are derived for EO retention and the firm's awareness of administrative heritage and how to shape it to their advantage. [ABSTRACT FROM AUTHOR]

This study presents evidence concerning the effects of affective and cognitive rhetoric on the underpricing of firms at the time of their initial public offering. It is suggested that firms that use less affective, and more cognitively oriented discourse in their IPO prospectus will experience better underpricing outcomes. We examine these assertions using a sample of young high-tech IPO firms where investors rely on prospectuses as accurate and informative firm communications. Results from a robust five-year time span observe initial support for the hypothesized effects. Moreover, the signaling of a higher degree of entrepreneurial orientation in the firm prospectus is found to worsen the negative effects of affective discourse on underpricing. Study implications are discussed. [ABSTRACT FROM AUTHOR]

Studies of entrepreneurial orientation tend to merge its three components--proactiveness, risk-taking, and innovativeness--into a monolithic construct and analyze its relationship with firm outcomes at one point in time. This has resulted in knowledge voids related to the relative importance of the different components, their specific effect on value created by the firm, and their evolution over time. The present study links each component of entrepreneurial orientation to economic value creation using a longitudinal dataset. Results provide support for hypothesized relationships. Implications and avenues for future research are discussed. [ABSTRACT FROM AUTHOR]

This research explores the influence of entrepreneurial orientation (EO) on SMEs located at core and peripheral regions, by focusing on a single dimension of EO: proactiveness. We conducted a quantitative study of 626 Israeli SMEs. Business growth, as measured by the rate of change in number of employees, was found to be significantly higher in the core region. As expected, proactiveness was found to strongly affect SME growth as well as firm expansion to international markets. Our analysis shows that the difference in business growth between regions can be attributed also to a lower level of owners' proactiveness in peripheral regions since it was found to mediate the effect of peripheral location on firm growth. Differences in proactiveness levels may be explained by the historical development of peripheral regions. Our results have useful implications for policies that aim to promote growth and development in peripheral regions. [ABSTRACT FROM AUTHOR]

Copyright of Transformations in Business & Economics is the property of Vilnius University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This review article analyzes and synthesizes key research on the topic of entrepreneurial orientation (EO) in a scholarly effort to provide an integrative guide which enables researchers to more readily assimilate influential works on EO and thereby more productively contribute to the ever-evolving EO conversation in the literature. The article reviews and synthesizes promising directions in the EO research domain from a variety of perspectives, including how EO is manifest, how building on the Miller/Covin and Slevin conceptualization facilitates knowledge accumulation, which theories have been suggested as relevant to advancing the EO conversation, EO model building directions including the demand for longitudinal research, measurement considerations and implications, and the enduring unanswered call for qualitative research. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings This research paper concentrates on how organizational flexibility is an outcome of building an organizational network, which in turn fuels increased strategic business performance. By also adopting an enterpreneurial orientation in the operating style of the enterprise, the process of reaching the desired level of strategic business performance can be accelerated.Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Entrepreneurial orientation ( EO)-a firm's strategic posture towards entrepreneurship-has become the predominant construct of interest in strategic entrepreneurship research. Despite the ever-increasing volume of nomological research on EO, there remain ongoing conversations regarding its ontology. Drawing from measurement theory, we outline an EO reconceptualization addressing the likely prevalence of Type II nomological error in the EO literature stemming from measurement model misspecification. Focusing on the question of whether EO is an attitudinal construct, a behavioral construct, or both, we propose a formative construction of EO viewing the exhibition of entrepreneurial behaviors and of managerial attitude towards risk as jointly necessary dimensions that collectively form the higher-order EO construct. We present an empirical illustration of our reconceptualization followed by a discussion of future research opportunities. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Our knowledge of determinants of effectiveness and efficiency of firms continues to expand. However, this knowledge remains quite fragmented and non-cumulative in the service industry. Herein, this study explores the effect of entrepreneurial and financial orientations as two key contributors to performance in the service industry. Data for this study were collected from 182 hotels in Switzerland to examine the effect of a financial strategic orientation and an entrepreneurial strategic orientation on two widely-used standards of business performance—effectiveness and efficiency. We hypothesized that these effects would be more pronounced under certain dynamic environment conditions. Findings provide new insights about the merits of building bridges between the entrepreneurial orientation and financial orientation. Within the context of existing research on strategic management, we discuss the implications of our findings for hotel managers and address the study's limitations and future research directions. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração FACES Journal is the property of Revista de Administracao FACES Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The main goal of this article is to analyze the role that competitive advantage takes on the relationship between entrepreneurial orientation, resources and capabilities, and export performance of Portuguese small and medium enterprises exporting footwear industry. Additionally this research has the following specific objectives: 1) to propose and test a model to analyze the relationship between these determinants, competitive advantage and export performance, and 2) to analyze how the competitive advantage influences the adoption of certain internationalization's strategies. In this context, we performed a literature review of the thematic object of analysis, later we carry out a quantitative, descriptive and exploratory empirical study. Thus, in view of the scope of the proposed objectives, the methodological approach will be based on the adoption of quantitative methodology for the development of this work. [ABSTRACT FROM AUTHOR]