Advancing the entrepreneurial orientation construct: the role of passion and perseverance

Gerschewski, Stephan; Lindsay, Valerie; Rose, Elizabeth L.

doi:10.1108/ribs-08-2016-0042

Cited by 72 publications

(74 citation statements)

References 96 publications

(136 reference statements)

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“…According to Gerschewski et al (2016), these motivations to be abroad suggests a proactive approach to international markets, which grant the quality of proactiveness to the managers interviewed and a critical value to the success of the international company.…”

Section: Research Findings Motivations To Invest Abroadmentioning

confidence: 99%

Subsidiary strategy and managers’ perceptions of distance to foreign markets

Antunes

Barandas

Martins

2019

RIBS

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Purpose The purpose of this paper is to examine how headquarters’ managers perceive – cultural, administrative, geographic and economic (CAGE) – distance between countries and its influence on the strategy of international subsidiaries. Design/methodology/approach This study applies the transaction cost and behavioural theory and presents an exploratory and qualitative methodology approach through six semi-structured in-depth interviews to evaluate managers’ perceptions of distance between countries. Findings The research findings show that cultural and economic distances indeed have a major influence on subsidiary strategy and a smaller impact of administrative and geographic dimensions, which results into forced changes on the marketing-mix, i.e. product, price, design and brand, as well as on the level of autonomy granted to foreign subsidiaries. Research limitations/implications The limitation is related to the home country and the entry mode of foreign direct investment. The findings presented here reflect the nature and behaviour of Portuguese companies with subsidiaries. Practical implications The research provides recommendations for managers to be aware of the influence of more than one dimension of distance between countries to improve their decision-making of standardisation-adaptation strategy for foreign subsidiaries. Furthermore, the study stresses that managers’ perceptions may lead to the conclusion that proximity and knowledge of foreign markets does not make international business easier. Originality/value This empirical research not only tests the transaction cost theory and behavioural theory on managers’ decisions to invest abroad but also promotes organisational changes to achieve the suitable strategy for international subsidiaries. The study contributes to the area of international business by positing six research propositions concerning distance between countries to be tested in future studies.

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Section: Research Findings Motivations To Invest Abroadmentioning

confidence: 99%

Subsidiary strategy and managers’ perceptions of distance to foreign markets

Antunes

Barandas

Martins

2019

RIBS

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“…Orientasi kewirausahaan dimanifestasikan sebagai sebuah fenomena yang selalu berkembang, sehingga dimungkan eksplorasi dimensi tambahan dari perusahaan baru dengan bisnis model yang baru, termasuk start-up bisnis. Namun, beberapa fenomena dari perusahaan baru tersebut bersifat sementara, sehingga belum bisa ditetapkan sebagai sebuah dimensi dari orientasi kewirausahaan (Gerschewski, Lindsay, & Rose, 2016) Orientasi kewirausahaan menentukan kinerja bisnis (Perlines, 2018). Kinerja perusahaan, tergantung pada pengaturan organisasi tertentu, yaitu ukuran perusahaan maupun kemampuannya dalam mengelola sumber daya (Lee, Huang, & Chang).…”

Section: Orientasi Kewirausahaan Dalam Turbulensi Lingkungan Bisnis Kunclassified

Orientasi kewirausahaan dalam turbulensi lingkungan bisnis

Dewi¹,

Sundari²

2018

Preprint

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Dalam beberapa tahun terakhir, orientasi kewirausahaan telah menjadi salah satu isu paling penting dalam literatur bisnis. Perusahaan dengan orientasi kewirausahaan mempunyai kemungkinan lebih tinggi dalam menemukan peluang baru, sehingga mereka menciptakan keunggulan kompetitif. Di lain pihak, perusahaan dengan orientasi kewirausahaan yang tinggi bisa saja mengalami kinerja yang buruk. Hal tersebut biasanya terjadi dalam lingkungan bisnis yang yang tidak menguntungkan untuk perusahaan, bermusuhan, atau dengan pasar yang menurun, atau keduanya

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“…Typically, born global companies, as newly established units struggle with a lack of resources and experience. Yet managing an international presence is demanding and requires an entrepreneurial orientation characterized by pro-activeness, innovativeness, perseverance and passion [Zahra, 2005;Gerschewski et al, 2014Gerschewski et al, , 2016Cavusgil, Knight, 2015;Zander et al, 2015]. Overcoming the obstacles and meeting the demands and requirements is often achieved by concentrating on high quality products tailored to specific client needs and enabling access to vital resources through networks [Cavusgil, Knight, 2015].…”

Section: Rq1: What Constitutes a Business Model Of A Born Global Compmentioning

confidence: 99%

Sources of Value Creation in Born Global Companies

Augustyniak

2017

International Journal of Management and Economics

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Research about the phenomenon of rapid internationalization of small and medium size companies has evolved over the last two decades. Nevertheless, questions about business models or value creation in born global enterprises are rarely addressed in the literature. The objective of this article is to develop a theoretical framework for analyzing the sources of value creation in the business models of international new ventures (INV) global companies, starting with adapting the model by Amit and Zott [2001, 2010] to early internationalizing venture. Current literature on international entrepreneurship, business models and value creation is also used as a basis for suggesting future empirical research recommendations.

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Advancing the entrepreneurial orientation construct: the role of passion and perseverance

Abstract: This is a repository copy of Advancing the entrepreneurial orientation construct: the role of passion and perseverance.

Cited by 72 publications

References 96 publications

Subsidiary strategy and managers’ perceptions of distance to foreign markets

Subsidiary strategy and managers’ perceptions of distance to foreign markets

Orientasi kewirausahaan dalam turbulensi lingkungan bisnis

Sources of Value Creation in Born Global Companies

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