A Theoretical Study of Performance Measures in the Strategic and Corporate Entrepreneurship of Firms

Ogunsiji, Amos Sola; Ladanu, William Kayode

doi:10.21744/ijls.v1i1.23

Cited by 10 publications

(10 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Kaplan and Norton created a Balanced Scorecard to develop an assessment of company resources that will increase the company's total assets [21]. Ogunsiji and Ladanu confirm that this measurement is to translate intangible assets into financial results [2]. As stated by Pauwels et al [22], Sorescu and Spanjol [23], and Srinivasan et al [24] performance can be in the form of position on market, finance and corporate value.…”

Section: B Firm Performancementioning

confidence: 99%

“…In order to achieve competitive advantage and even to survive, companies are highly dependent on their ability to adapt and respond to the environment, flexibility and ability to introduce new ideas and products. Changes in the global economy are so fast, sometimes not anticipated by the perpetrators, history has recorded various global economies so that there has been a very wide recession, such as the 1997 Asian debt crisis, the 2008 global financial crisis, the 2010 recession in Greece, the 2016 recession in Nigeria [1][2][3].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Mediating Role of Dynamic Capabilities and Business Model Innovation on the Relationship Between Environment Turbulence and Firm Performance

Fachrudin¹,

Rahayu²,

Fattah³

et al. 2021

Proceedings of the 3rd Annual International Conference on Public and Business Administration (AICoBPA 2020)

View full text Add to dashboard Cite

This paper describes the impact of environmental turbulence on the company's business model that has led to a global recession. What is surprising is that the cause of the 2020 recession is Covid-19, which is a health crisis, but has an impact on the world economic crisis. Background Problems: The world economic crisis requires all companies to change their strategies and business models significantly in order to maintain the company's survival. This paper tries to examine how companies survive and try to get out of a crisis with no certainty over. Novelty: Changes in the business model of this crisis era require a strong dynamic capability of the company to be able to modify the existing factors in the business model canvas. Changes include activities in creating new strategies based on Sense, Seize and Transform on dynamic capabilities. Research Methods: This paper is the initial part of the author's dissertation plan that takes the theme of the relationship between environment turbulence, business model innovation, dynamic capabilities and sustainable firm performance. Compiled as a literature review that links the logical relationship between these various factors. Data were taken from various literatures and formulated qualitatively descriptively to determine the phenomena that occurred in companies in the era of the Covid-19 crisis. The industries sampled in this paper are companies in the field of courier and logistics. Finding / Results: This paper presents a research model to examine the importance of companies changing their business model which is based on the company's dynamic capabilities and business model innovation to maintain continuity of company life. Conclusion: This paper has been able to formulate efforts to maintain and adjust the competitiveness of companies in the crisis era, especially the crisis caused by Covid-19.

show abstract

Section: B Firm Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Mediating Role of Dynamic Capabilities and Business Model Innovation on the Relationship Between Environment Turbulence and Firm Performance

Fachrudin¹,

Rahayu²,

Fattah³

et al. 2021

Proceedings of the 3rd Annual International Conference on Public and Business Administration (AICoBPA 2020)

View full text Add to dashboard Cite

show abstract

“…However, [35] aver that corporate growth strategy means "a well-planned, deliberate and overall course of action to achieve specific objectives". [37] further extrapolate that it is "the determination of the basic long term goals and objectives of an enterprise and the adoption of courses of action and the allocation of resources necessary to carry out these objectives". This assertion is more relevant to the discourse given the long term goal perspective offered.…”

Section: Corporate Growth Strategiesmentioning

confidence: 99%

How Sustainable Are Corporate Growth Strategies of Development Banks in Developing Countries? Evidence from Nigeria

Waziri¹,

I.²,

Ohunyeye³

et al. 2020

IJRTE

View full text Add to dashboard Cite

Minimal research effort has been expended to the extent to which adopted growth strategies stimulate corporate sustainability of development banks in developing economies such as Nigeria. Hence, the study examined how industry specific growth strategies have predicted the corporate sustainability of these banks. Corporate growth strategy variable was proxied by market expansion, market strategy and human resource strategy as extracted from the Ansoff Matrix and Resource Based Theory, while sustainability was modelled by market share, customer experience and organizational evolution. Descriptive research design was employed in studying primary data obtained through a Likert Scaled structured questionnaire. Holistically, a sample frame of 477 executives from 6 development banks in Nigeria, including the African Development Bank was examined. Upon analysis with Linear Regression, it was found that a significant relationship existed between market expansion and market share; marketing strategy and customer experience; and human resource strategy and organizational evolution of development banks in Nigeria. For Nigeria, the results indicate significant evidence of linkages between corporate growth strategies of development banks and sustainability; thus, confirming the hypotheses of the Ansoff Matrix, the SMCR Model and Resource Based Theory

show abstract

“…In other words, it is a set of behaviors and strategies supported by organizational culture and structure to improve and use pioneers' creativity and innovation towards sustainable development and excellence of the organization (Moqimi, 2009). Also, (Anthony et al, 2017;Ogunsiji et al, 2017) organizational entrepreneurship targeted the company is the readiness of employees in large companies with the assumption that entrepreneurial behavior and communication are working with bureaucratic organizations in order to overcome various obstacles to develop new products and services (Burns, 2011). From Zahra's (1991), point of view entrepreneurship refers to the process of creating new business in the company to improve organizational profitability, enhance the competitive position of a company, and strategically renew the existing business (ZAHRA, 1991).…”

Section: Literature Review Entrepreneurshipmentioning

confidence: 99%

Investigating relationship of talent management and organizational entrepreneurship

Azma

Farahbakhsh

Safarzad

et al. 2019

ijle

View full text Add to dashboard Cite

Introduction: talent management is a comprehensive strategy and an approach to international human resource practices and a commitment to widespread sharing of the belief that human resource is a priority and a source of competitive advantage. Talent management ensures the organizations that competent individuals with the right skills have taken the right position. The aim of this study was to investigate the relationship between talent management and organizational entrepreneurship. Methodology: The present study is an applied one in terms of its nature and purpose, and it is a descriptive and correlational one in terms of the data collection method to test the hypothesis. The population of this study included experts, officials, supervisors and middle and top managers of Golestan province Gas Company who have at least 7 years’ experience. Accordingly, a total number of 51 participated in the study. A questionnaire was used to collect data. Data analysis was carried out through SPSS software for descriptive data and SMART PLS software for inferential data. Results: This study shows that there is a significant positive relationship between talent management and organizational entrepreneurship, and components of each of the main criteria also have a significant relationship with each other. Conclusion: The findings suggest that managers should improve their organization's talent management system in order to increase innovation and competitiveness. These systems can complete and implement various initiatives by creating opportunities to achieve talent resources and providing transparency in selection criteria.

show abstract

A Theoretical Study of Performance Measures in the Strategic and Corporate Entrepreneurship of Firms

Cited by 10 publications

References 17 publications

The Mediating Role of Dynamic Capabilities and Business Model Innovation on the Relationship Between Environment Turbulence and Firm Performance

The Mediating Role of Dynamic Capabilities and Business Model Innovation on the Relationship Between Environment Turbulence and Firm Performance

How Sustainable Are Corporate Growth Strategies of Development Banks in Developing Countries? Evidence from Nigeria

Investigating relationship of talent management and organizational entrepreneurship

Contact Info

Product

Resources

About