A capability-anchored articulation of the EO-organizational performance relationship in emergent and post-emergent organizations

D′Souza, Derrick E.; Fan, Gang

doi:10.1016/j.jbusres.2022.03.069

Cited by 9 publications

(5 citation statements)

References 108 publications

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“…Finally, there are studies which show mixed or non-linear relationships between EO and organisational performance (Wales et al , 2013). This difference in results is explained by D’Souza and Fan (2022), who reveal a negative and curvilinear relationship between EO and organisational performance for emerging organisations and a positive and curvilinear relationship for post-emergent organisations. The EO–performance relationship has also been studied in SMEs.…”

Section: Introductionmentioning

confidence: 89%

Does knowledge management mediate the relationship between entrepreneurial orientation and firm performance?

Kusa,

Suder,

Duda

et al. 2023

JKM

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Purpose This study investigates the impact of entrepreneurial orientation (EO) and knowledge management (KM) on firm performance (PERF), as well as the mediating role of KM in the EO–PERF (EO-PERF relationship). In particular, this study aims to explain the impact of KM on the relationship between the EO dimensions and PERF; dimensions are risk-taking (RT), innovativeness (IN) and proactiveness (PR). Design/methodology/approach This study uses structural equation modelling and fuzzy-set qualitative comparative analysis (fsQCA) methodologies to explore target relationships. The sample consists of 150 small furniture manufacturers operating in Poland (out of 1,480 in the population). Findings The study findings show that KM partially mediates the IN–PERF relationship. Furthermore, fsQCA reveals that KM accompanied by IN is a core condition that leads to PERF. Moreover, the absence of KM (accompanied by the absence of RT and IN) leads to the absence of PERF. In addition, the results show that all the variables examined (RT, IN, PR and KM) positively impact PERF. Originality/value This study explores the role of KM in the context of EO and its impact on PERF in the low-tech industry. The study uses simultaneously two methodologies that represent different approaches in the search for the expected relationships. The findings reveal that KM mediates the EO-PERF relationship.

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Section: Introductionmentioning

confidence: 89%

Does knowledge management mediate the relationship between entrepreneurial orientation and firm performance?

Kusa,

Suder,

Duda

et al. 2023

JKM

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“…However, the results indicated that EO (and its particular dimensions) did not always positively determine a company's performanceeven in the early days of EO studies (Smart and Conant, 1994;Frank et al, 2010;Renko et al, 2009). Specifically, the relationship between EO and performance can be affected by environmental conditions (Miller and Friesen, 1982;Wiklund and Shepherd, 2005;Tang et al, 2009;Brownhilder, 2016;Dele-Ijagbulu et al, 2021;D'Souza and Fan, 2022); EO, crisis perception, and performance previous studies revealed an ambiguity regarding the impact of EO on performance and the role of the external environment in shaping this impact. This ambiguity required further investigation; Lumpkin and Dess (1996) recommended considering the moderating and mediating factors that affected the relationship between EO and performance.…”

Section: Introductionmentioning

confidence: 90%

“…, 2009; Brownhilder, 2016; Dele-Ijagbulu et al. , 2021; D'Souza and Fan, 2022); previous studies revealed an ambiguity regarding the impact of EO on performance and the role of the external environment in shaping this impact. This ambiguity required further investigation; Lumpkin and Dess (1996) recommended considering the moderating and mediating factors that affected the relationship between EO and performance.…”

Section: Introductionmentioning

confidence: 99%

Impact of entrepreneurial orientation on performance and moderating role of crisis perception: multi-method examination

Suder

2023

JOCM

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PurposeThis study aims to examine the role of the dimensions of entrepreneurial orientation (EO) under turbulent market conditions and reveal the role of an entrepreneur's perception of a crisis in shaping the impact of EO on firm performance.Design/methodology/approachThis study uses partial least squares structural equation modeling (PLS-SEM), multiple linear regression (MLR) and fuzzy-set qualitative comparative analysis (fsQCA). The study sample was comprised of 117 one- and two-star hotels that were operating in Poland.FindingsThe results showed that proactiveness and risk-taking significantly affected firm performance. Furthermore, the results revealed that an entrepreneur's perception of a crisis moderated the impact of risk-taking and proactiveness on firm performance. In particular, the findings suggested that, in firms where the crisis strongly influenced their operations, performance was affected by proactiveness, while in those firms where the crisis influenced their operations to a low or moderate degree, performance was affected by risk-taking. Furthermore, fsQCA unveiled the role of innovativeness, which (along with risk-taking) is a sufficient condition that leads to firm performance.Originality/valueTwo characteristics make this study original: first, it investigates EO under turbulent market conditions, and second, it analyzes the role of an entrepreneur's perception of crisis consequences for business operations. The study contributes to the literature on entrepreneurship and crisis management with findings on the different roles of EO dimensions under crisis conditions and an observation about the moderating role of an entrepreneur's perception of the impact of a crisis on operational management and how this perception differentiates the impact of risk-taking and proactiveness on firm performance.

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“…Even though some attempts have explored the curvilinear relationship between EO and firm performance, past research has shown mixed results. For example, EO has a curvilinear relationship effect on a firm's performance (Kreiser et al, 2013); EO has an inverted U-shape effect on a firm's performance (Yoon and Solomon, 2017); a negative curvilinear relationship between EO and performance for emergent organizations and a positive curvilinear relationship between EO and performance for post-emergent organizations (D'Souza and Fan, 2022). Further, the curvilinear relationship between EO and a firm's performance has rarely been studied in the context of emerging economies.…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial orientation, CEO power and firm performance: an upper echelons theory perspective

Saiyed

Tatoğlu

Ali

et al. 2023

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PurposeAdopting insights from the upper echelons theory, this study aims to investigate the relationship between entrepreneurial orientation (EO) and firm performance under the contingent influence of chief executive officer (CEO) power.Design/methodology/approachData were collected from a sample of large publicly-traded Indian software firms using the Prowess Database of Center for Monitoring Indian Economy (CMIE). Panel data regression analysis was used to test the study's hypotheses.FindingsThe results indicate that EO has an inverted U-shaped relation with firm performance. Strong support is also found for a negative moderating influence of CEO power on the inverted U-shaped relationship between EO and firm financial performance, suggesting that powerful CEOs eventually harm entrepreneurial firms.Practical implicationsThe study encourages firms to have entrepreneurship orientation, but at a moderate level, to get the maximum benefit of EO. The study also explains to managers to what extent CEO power drives EO.Originality/valueThe study contributes to the intersection of corporate entrepreneurship and upper echelons theory. The study shows that CEO power negatively affects the EO and firm's performance relationship. This study holds important insights for managers of entrepreneurial firms, especially in international contexts and emerging markets.

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A capability-anchored articulation of the EO-organizational performance relationship in emergent and post-emergent organizations

Cited by 9 publications

References 108 publications

Does knowledge management mediate the relationship between entrepreneurial orientation and firm performance?

Does knowledge management mediate the relationship between entrepreneurial orientation and firm performance?

Impact of entrepreneurial orientation on performance and moderating role of crisis perception: multi-method examination

Entrepreneurial orientation, CEO power and firm performance: an upper echelons theory perspective

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