Purpose
The purpose of this paper is to investigate the relationship between culture and entrepreneurial orientation (EO) in informal enterprises and the moderating role of their survival intent.
Design/methodology/approach
This paper used Hofstede's national culture framework and theory of EO to develop a novel conceptual framework. The data were collected using a survey from a sample of 385 informal enterprises and analyzed using partial least square structural equation modelling.
Findings
The findings of this paper confirmed that power distance, uncertainty avoidance and normative orientation negatively affect EO in contrast with the positive effect of individualism and masculinity. Although power distance and uncertainty avoidance negatively affect an EO, the findings showed that survival intent weakens the negative nexus between these variables and strengthens the positive effect of individualism and masculinity on EO.
Research limitations/implications
Although this study examined how survival intent moderates the nexus between national culture and EO across informal enterprises in emerging economies, the data were collected in Nigeria only. This study also examined EO in aggregate and considered only one sector.
Practical implications
This study recommends that policymakers and practitioners understand the important links between firms' characteristics, culture and EO while designing training programs, policies and procedures. Doing so will support the successful implementation of entrepreneurship programs, address the prevailing entrepreneurial needs and cultural deficits across enterprises and promote the efficient allocation of resources.
Originality/value
This paper extends Hofstede's framework of national culture and EO in the context of informal enterprises in emerging economies by examining the nexus between national culture and EO, moderated by survival intent.
The purpose of this paper is to develop a conceptual model on organizational effectiveness in the public sector by investigating its relationship with two concepts 1) the importance of knowledge sharing for ensuring organizational effectiveness and 2) the role of organizational leadership in creating knowledge sharing environment to result in organizational effectiveness. Knowledge sharing has been proliferated as a key process to organizational performance improvement. Similar to its counterpart, the public sector is as serious about the effectiveness of their organizations, however not many public managers and employees are receptive to the idea of knowledge sharing and this could be due to their distinctive character of confidentiality. Here, it could be argued that leadership has implication for creating that climate as it has locomotion function (i.e., facilitation of motivation and activation of employees to fulfill the goals) or a cohesion function (i.e., enabling collaboration and interaction). The theoretical contribution is in terms of filling the gap of understanding public organizational effectiveness by integrating several concepts including leadership and knowledge sharing. While, the practical contribution is in terms of the conceptual model suggested in this study which is somewhat new in the Brunei public organizational environment and it can serve as a practical framework for the policy-makers and practitioners.
Strategy implementation is considered as an essential part of strategic planning because it translates the chosen strategy into organizational action. Considering its high failure rates, substantial attention should be given to strategy implementation, especially in non-government organizations, as most past studies have focused on issues prevailing in profit-making entities and the public sector. Thus, this becomes the aim of this paper to investigate factors influencing strategy implementation in non-government organizations in Brunei. In order to answer the research aim, a structured survey was conducted, and both descriptive inference statistical analysis techniques were used to analyze the data. The study concludes that organizational structure and leadership have a strong relation to the strategy implementation in non-government organizations; it has also been revealed that organizational culture and external factors do not influence strategy implementation. Not only that the results of the study can validate previous research studies, but also they can help managers and practitioners to understand how the four variables identified in the study can influence strategy implementation within their organization.
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