The relationship between entrepreneurial orientation (EO) and performance is often moderated by different factors. Specifically, scholars have called for research examining whether commitment to long-term objectives improves EOʼs effectiveness, believing that commitment may help firms overcome obstacles associated with EO. In response, we collected survey data from executives in 126 small, high-technology firms, and found that EO and commitment to objectives enhanced sales growth. In addition, the study determined that commitment to objectives was associated with greater increased sales growth of companies high in EO, as compared to those low in EO.

Theory and research typically suggest that internal corporate (ICV) venture managers should be granted the freedom needed to manage their new business initiatives as they choose, with little or no interference from senior levels of corporate management. The current research investigates the relationship between venture planning autonomy and venture performance, arguing that this relationship is affected by the types (i.e., goal related or value proposition related) and levels (low-to-high) of strategic evolution occurring in the ICV. Data collected from 145 ICVs operating in 72 corporations indicate that venture planning autonomy is most positively related to venture performance when those ICVs' goals remain stable over the course of venture operations, but the value propositions of those ICVs are evolving.

No abstract

No abstract

No abstract