PurposeThe purpose of this paper is to explain the implications of different entrepreneurial orientations on business start‐up and development challenges.Design/methodology/approachThis research reflects surveys of 1,075 experienced entrepreneurs and business and entrepreneurship students in Estonia during the years 2005‐2010. An additional method is action learning and reflections of training focused on recognising new business opportunities during the economic crises.FindingsCombinations of co‐creative and innovative entrepreneurial orientations are more popular than the imitative entrepreneurial orientation. There is, however, an essential contradiction between stressing the principles of co‐creative orientation at the first stages of business opportunity identification and taking a more individualistic approach to innovation at later stages of the business development process and implementing the related changes. Potential entrepreneurs developing radically new innovative ideas in emerging economies should assess more realistically their existing core competences and search for opportunities to improve their competence base through cross‐border networking.Research limitations/implicationsSurveys that apply the self‐assessment tool do not comprise a representative sample of all Estonian entrepreneurs. These surveys have been conducted in training settings and support self‐development of trainees. Research results can be used for differentiating entrepreneurship training and education. An important opportunity for entrepreneurship education in the context of organisational change is to support the cross‐border exchange of entrepreneurial ideas between “blue ocean dreamers”, who sometimes lack entrepreneurship experience, and more experienced entrepreneurs, who may be trapped in some regionally‐limited business in a highly competitive domestic market.Originality/valueThe results of the research explain why entrepreneurship training has to take into consideration differences between imitative, individually innovative and co‐creative entrepreneurs.
PurposeThe purpose of this paper is to explore the way Estonian enterprises adapt strategically to European union membership. The research question is: what are the main patterns of internationally competitive business development and related organizational change and learning drivers for managers in a transitional country in the European integration process?Design/methodology/approachThis explorative research combines a questionnaire survey and follow‐up interviews of managers from 87 enterprises in food processing, transportation and logistics, wood and furniture, information technology, mechanical engineering, textiles and professional services. The timing of the survey and follow‐up interviews brings longitudinal features to the research design.FindingsThe paper offers insights into managerial visions of future competitive advantage and links to changes induced by European integration. Respondents most often pointed out flexibility and competent staff as the key element of their competitiveness vision. Three clusters of organizational change drivers were identified: “subcontracting efficiency boosters”, “diversified internationalization opportunity users”, and “international value chain members”.Research limitations/implicationsThe research focuses on industries directly influenced by EU accession, but does not build a representative sample of all enterprises operating in Estonia. Comparing the questionnaire survey and interview results with secondary information about enterprises involved in the research supports a triangulation of data sources, but the main focus of this research is to explore future change visions, rather than tracking the strategies that have already been implemented.Practical implicationsThe research highlights differences in managerial perceptions of changes in the strategic environment and strategic choices in order to attain sustainable competitiveness on European markets. That information can be used as input for organizational development and learning programmes and for identifying the challenges in implementing policy initiatives supporting innovation.Originality/valueThe paper differentiates types of enterprises in a transitional country that can be described using different patterns of organizational change drivers in the context of European integration.
Organisation climate plays an important role for the innovation of an organisation. The purpose of this paper is to investigate connections between the innovation climate and individual and organisational level factors. Surveys were conducted among Japanese, Chinese, Estonian, Czech and Slovakian enterprises. Linear regression analysis was conducted. The results of an empirical study show that the innovation climate predicts differently some individual and organisational level factors in studied countries. Two innovation climate facets -commitment and freedom predict individual level factors-attitude toward the firm in all 5 countries. In two studied Asian countries, Japan and China, commitment predicts meaning of work and job satisfaction whereas in all three new European Union member states some links between facets of the innovation climate and individual meaning of work and job satisfaction were missing. Although individual job satisfaction and meaning of work in is still shaped by to some extent different mechanisms in studied countries, implications of the innovative climate for organisation are more similar, at least in industries that are influenced by rapid technological development and globalization. Reference to this paper should be made as follows: Übius, Ü.; Alas, R.; Elenurm, T. 2013. Impact of innovation climate on individual and organisational level factors in Asia and Europe, Journal of Business Economics and Management 14(1): 1-21. JEL Classification: O31. Downloaded by [University of Nebraska, Lincoln] at 04:30 27 December 2014 2.2. Theoretical basis for individual level factors in the Denki Ringo questionnaire 2.2.1. Job satisfaction Brayfield and Rothe (1951) stated that job satisfaction is individual's attitude towards their work.According to Sockel et al. (2004) employees' perception of innovation has a direct impact on their level of job satisfaction.Locke's (1976) states in his range of affect theory that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. According to
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