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This study elaborates the concept of green effectuation orientations (GEOs) to enhance the environmental performance of entrepreneurial SMEs based in the Jiangsu province of China. For this purpose, we collected the data from 328 employees of entrepreneurial SMEs via a survey and analyzed it through SEM. We evaluated the GEO concept on mindset and action-based views to operationalize the construct with all subdimensions fully. Our study illustrates some unexplored domains of entrepreneurship research and comes up with the findings that (GEOs) are positively correlated with environmental performance (EP), green innovation performance (GIP), and environmental management initiatives (EMI). Additionally, the findings of this research also unveil that EMI and GIP pave the way for EP, as both mediate the relationship between GEO and EP. Last but not the least, this research study also explained the effective mechanism through which CSR commitment as a moderator can affect the relationship between GEO and EP. The findings of this study expand the spheres of effectuation theory and come up with several exciting theoretical and managerial implications. Besides, it is the first of its kind to demonstrate that GEO could enhance GIP, EMI, and EP. [ABSTRACT FROM AUTHOR]

Drawing on effectuation theory and the theory of firm growth, our study introduces effectuation and causation as the mediators to explore the mechanism of resource combination activities and new venture growth. Using a sample of 250 new ventures in China, our research finds that effectuation positively mediates the relationship between resource combination activities and new venture growth; whereas, causation plays a negative mediated role. Furthermore, results show that the entrepreneurs' gender influences the mediated effect of causation and effectuation. Specifically, female entrepreneurs enhance the positive effect of effectuation; whereas, male entrepreneurs weaken the negative effect of causation. [ABSTRACT FROM AUTHOR]

Purpose: In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty). Design/methodology/approach: Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis. Findings: The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance. Originality/value: This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments. [ABSTRACT FROM AUTHOR]

This paper examines the effect of effectuation on new venture performance in the context of Chinese transitional economy. To determine how new ventures benefit from effectuation, we examine the role of exploratory learning as a key mediator. Using data from 266 Chinese new ventures, our results show that effectuation has a positive effect on new venture performance. Exploratory learning plays a fully mediating role in the relationship between effectuation and new venture performance. This empirical evidence contributes to the development of the theory of effectuation and also provides managerial guidelines for new ventures facing uncertain business environments like transitional economies. [ABSTRACT FROM AUTHOR]