PurposeThis article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.Design/methodology/approachThis article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.FindingsThe results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.Originality/valueThe findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.
Opracowanie prezentuje istotę szans jako twórczego produktu. Traktuje bowiem postrzeganie i tworzenie szans przez pryzmat kreatywności, która jest jedną z cech tworzących indywidualną charakterystykę działań przedsiębiorcy. Wykorzystane w artykule wyniki badań empirycznych przeprowadzonych w grupie przedsiębiorców zarządzających małymi bądź średnimi przedsiębiorstwami odsłoniły, że poziom kreatywności przedsiębiorców jest w niewielkim stopniu, ale zależny od wielkości przedsiębiorstwa. Przedsiębiorcy zarządzający średnimi przedsiębiorstwami charakteryzują się wyższym poziomem kreatywności. (abstrakt oryginalny)
The aim of the study is to identify the similarities and differences regarding the level of entrepreneurial orientation and the performance results between Polish and Bulgarian companies in the context of the market dynamism they operate on. The subject is part of the research stream on discovering the context role in studying the effects of EO. In this research, an international (two-country) sample was used, which sheds light on the occurrence of EO in Polish companies in comparison to Bulgarian companies, with a simultaneous diagnosis of the level of results in these companies and the market dynamism that the companies perform their business with. Quantitative empirical studies were conducted using the CAWI method The research sample included micro, small, medium and large companies operating in Poland and in Bulgaria. Similarities and differences were recognized on the level of entrepreneurial orientation, company results and market dynamism in various perspectives, i.e. the size, the profile of business activities of the company according to PKD and the age of the company.
Purpose: The purpose of this article is to identify the role of market dynamism in the relationship between market orientation and the performance of micro, small, and medium enterprises (MSMEs) operating in technology parks (TPs) in Poland. Methodology: The two methods used for performing the quantitative empirical research are CAWI and PAPI. The research sample included MSMEs operating in technology parks in Poland. The article is the answer to the needs for systematic research of models between market orientation and firm performance. Findings: The research findings provide an insight into the level of market orientation and performance of the analyzed MSMEs operating in technology parks in Poland. It was found that MSMEs in the research sample were not a homogeneous group in this respect. It has been proven that market orientation is a significant stimulant of firm performance, while market dynamism has not been classified as a moderator of the market orientation–firm performance relationship. Implications for theory and practice: This study contributes to strategic management by identifying the key role of market orientation for enterprises wishing to benefit from this type of strategic orientation. The important role of the predictor – market orientation in shaping the results of micro, small and medium-sized enterprises operating at TPs in Poland has been proven. In practice, this means that increasing the level of market orientation is conducive to increasing positively assessed financial performance. Originality and value: Our research carried out at MSMEs operating in technology parks in Poland enriches and supplements knowledge about market orientation as a phenomenon of universal character because it also applies to smaller sized business organizations.
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