Search

This study examines the relative efficacy of entrepreneurial orientation (EO), market orientation (MO), and entrepreneurial marketing (EM) as moderated by various environmental and organizational factors including firm size. Using structural equation modeling and representative cross-sectional data of small, mid-sized, and large firms from the United States, the research finds that EO outperforms EM and MO in conditions of low competitive intensity, low market growth, and high supplier power. EO is also most viable for small firms, and those with smaller and less diverse networks. In contrast, MO performs best for large firms, and firms with diverse and strong networks, operating in high growth, low turbulence markets, and when supplier power is low. Finally, EM excels under conditions of high market turbulence, competitive intensity, and supplier power, for mid-sized firms, and firms with low network strength. [ABSTRACT FROM AUTHOR]

Firms and institutions of higher education alike emphasize the value of teamwork in increasing organizational performance. In this empirical study, the role of social ties on team performance is examined. The results indicate that there is an inverted-U relationship between average number of friends in a team and team performance, and that this relationship is negatively moderated by level of conflict. Based on the findings and assessment of extant approaches (random, self-formed, assigned), the authors propose a hybrid, two-stage team formation methodology to improve team performance while successfully satisfying relevant formation criteria.