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Most prior research on entrepreneurial orientation (EO) aggregates its features into a gestalt construct to investigate its influence on firm performance. This study deconstructs EO into innovativeness, proactiveness, and risk-taking dimensions, and focuses on the causal mechanisms by which those factors collectively affect performance.By drawing on the resource-based view of the firm and its dynamic capabilities extension, the study identifies multiple paths of complex causal recipes that can lead to certain organizational capabilities, competitive advantages, and performance. To do that, the study uses fuzzy-set qualitative comparative analysis (fsQCA), a technique that provides a holistic view of the examined interrelationships, compared to traditional net effect approaches that assume symmetric and linear relationships among variables. The study provides key conclusions and insightful implications for managers and researchers.

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This study draws on the resource-based, dynamic capabilities, and organization learning theories to investigate the internal mechanisms through which intrapreneurship influences current and future export performance. Specifically, this approach views the four distinct dimensions of intrapreneurship, namely new business venturing, innovativeness, self-renewal, and proactiveness, as critical resources, and export market exploitation and exploration as important market learning capabilities. The study posits that such resources and capabilities collectively contribute to improve export performance outcomes. The study develops a theoretically anchored model and employs both structural equation modelling and fuzzy-set qualitative comparative analysis to test the model relationships. These two techniques have different foci: the net effect of an independent variable on an outcome variable and the conditions that lead to a given outcome, respectively. The study results provide substantial support for the theoretical framework and a valuable addition to the scant literature on the roles of intrapreneurship and market exploitation and exploration in exporting.

Purpose – Drawing on the resource advantage and organisational learning literatures, this paper aims to investigate the linear, moderated, complementary and non-linear effects of export market exploitation and exploration on export performance. Design/methodology/approach – A quantitative study was performed using an online survey. The final sample consisted of 267 Portuguese export manufacturing firms. Data were analysed using structural equation modelling. Findings – Export market exploitation and exploration is positively and negatively related to export performance in a linear way, respectively. Export market exploration improves export performance under high levels of export market turbulence. Balancing export market exploitation with export market exploration enhances export performance. High levels of export market exploitation provide an additional boost to performance. Practical implications – This study contributes to a better understanding of how market exploitation and exploration relate to performance in the export context. To enhance export performance, managers should deploy high levels of export market exploitation, pursue export market exploration in dynamic export markets, and maintain a balance between export market exploitation and exploration. Originality/value – This paper contributes to the export marketing field by shedding light on the complex nature of the relationships among export market exploitation, exploration and performance. Overall, the results provide novel evidence concerning the internal and external contingencies that affect the success of export market exploitation and exploration.

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Innovation is key to firms' competitive advantage, performance, and growth. In this paper we try to briefly link the concepts of Innovation and Entrepreneurship with the emergence of a new industrial revolution that has been labeled as "Industry 4.0", showing that as in the past a set of innovation are the main drivers for the change of the technical and social paradigm. We summarize a number of concepts to show that the key drivers of competitiveness are Innovation and Entrepreneurship. InnovationIt is important to distinguish innovation from invention. Even though related, these concepts are distinct and entail different factors, consequences and challenges. Invention is defined by Schumpeter [12], as an idea, a sketch or a model, for a new or improved product, process or system, which may or may not be patented but which is not yet standardized in the marketplace. It means to generate an idea, a concept, or a solution where there is nothing, to discover something new. Innovation, on its hand, means the adoption of an idea, behavior or invention pertaining to a product, service, device, system, policy or program that is new to the firm [13]. This involves converting the idea, sketch or model invented into a product, service, process or even business that generates value or for which customers are willing to pay for. According to Schumpeter, this conversion process is fundamental to the process of economic development, as something that allows to boost the cycles of growth [12]. Recent studies have sought to establish a conceptual map of innovation in order to define and cover the different forms of understanding and studying the phenomenon.