This paper attempts to shed light on the role of learning orientations of firms and their adoption of Porter's generic strategies on four dependent variables: Behavioral innovativeness, product innovativeness, technological innovativeness and, ultimately, firm performance. Hierarchical regressions were run with data from a random sample of 121 firms operating in Turkey. Findings indicate that internally-focused learning, market-focused learning and differentiation strategy have significant effects on the three innovativeness dimensions. When firm performance is included as the eventual outcome variable into the analysis, internally-focused learning, focus strategy and product innovativeness emerge as its main predictors. In fast-paced, highly unpredictable market environments, managers can make use of these findings to their benefit in terms of elevating their firms' innovativeness and performance levels.

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This chapter makes a contribution to the ongoing efforts to fill the emerging market perspective gap in the entrepreneurship literature with respect to Turkey. It primarily provides a thorough account of the current position of women entrepreneurs operating in the Turkish economy. With exhibitions of current demographic data and statistics, it offers a comprehensive depiction of the importance of women entrepreneurs to the viability of the Turkish economy. Moreover, this chapter sheds light on the deficient aspects of the Turkish system in terms of societal, economic, and professional challenges are and will try to explore how these factors affect the performance of women entrepreneurs while recommending possible routes for improvement.

PurposeThis study aims to explore the internationalization trajectory of emerging country digital economy ventures by specifically concentrating on how ambidexterity facilitates international market expansion. Further, this paper examines how these ventures develop dynamic capabilities by using their ambidextrous skills in the entrepreneurial ecosystem (EE).Design/methodology/approachThis study adopts a multiple-case research design where data were gathered from five digital economy ventures in Turkey, serving an international array of customers.FindingsThe analyses reveal that, to a large extent, internationalization is enabled by the extensive use of ambidextrous skills in the ecosystem domain. We found evidence for practicing exploration and exploitation while interacting with several ecosystem pillars grouped as founder-related, firm-related and business context-related factors. These interactions portray how ventures sense, seize and transform resources to support their international expansion.Originality/valueThis study extends the current literature on internationalization by discussing the role of ambidexterity as a dynamic capability. The findings also demonstrate the EE as a construct to explain international entrepreneurial activity. Further, the study extends the existing literature by considering the calls for research on dynamic capabilities of international new ventures (INVs). Finally, the findings point to several implications both for practitioners and policymakers.

Purpose -Job designs based on individual employees may pose challenges such as delays, failure to fulfill obligations and/or misunderstandings that may reflect negatively on performance and ultimately competitive advantage. Alternatively, this paper proposes teams to efficiently utilize human resources. Methodology -Propositions that can be used as potential research questions are derived through reviewing the relevant literature. Findings-Instances where individual employees fall short of considering each and every aspect of a given job are becoming ever so common. Teams, however, are mechanisms through which different individuals with different specialties and can come together and this synergy is coordinated towards a common goal. Accordingly, teams seem to have potential in efficient use of human resources. Conclusion-Teams provide an organization and coordination tool for human resources practices. It is believed that teams have considerable potential in terms of increasing organizational performance and competitive advantage. Hence, teams are suggested as mechanisms upon which modern job designs should stand on.