An Agent‐Based Model of Entrepreneurial Behavior in Agri‐Food Markets

Ross, R. Brent; Westgren, Randall E.

doi:10.1111/j.1744-7976.2009.01165.x

Cited by 18 publications

(22 citation statements)

References 28 publications

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“…Recently, researchers have begun to examine firm performance as a function of alternative managerial orientations such as an entrepreneurial orientation (Ross and Westgren 2009;Verhees et al 2011), market orientation (Verhees and Meulenberg 2004;Johnson et al 2009), and strategic choice (Hansson 2007). For a firm to achieve success in implementing orientations different from a production orientation, the manager must have a willingness to change and to question current business strategies.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Market Orientation on Learning, Innovativeness, and Performance in Primary Agriculture

Micheels

Gow

2014

Canadian J Agri Economics

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Market awareness and innovativeness are important resources in any business environment. As customer needs and competitor responses change, performance may depend on the ability for firms to recognize and react to market shifts. Using survey data from beef farmers in Illinois, we examine the role market orientation, organizational learning, and innovativeness play on satisfaction with performance. We use a structural equation model to find that market-oriented and innovative firms are more satisfied with their performance while controlling for structural and demographic variables. Results also show that while market-oriented firms are more innovative, human capital resources moderate the ability to exploit innovations. We also find that an increase in experience correlates with less organizational learning. La connaissance du marché et l'esprit d'innovation constituent deuxéléments importants de tout environnement commercial. Compte tenu du fait que les besoins des consommateurs et les réactions des concurrentsévoluent, la performance des entreprises peutêtre sensibleà leur capacitéà identifier et a réagir aux facteurs influençant le marché.À l'aide des données d'une enquête réalisée auprès de producteurs de bovins de boucherie de l'Illinois, nous avons examiné le rôle du suivi du marché, de l'apprentissage organisationnel et de l'esprit d'innovation sur la satisfaction quant au rendement.À l'aide de la modélisation paréquations structurelles et en tenant compte des variables démographiques, nous avons déterminé que les entreprises qui font un suivi plus serré du marché et qui sont plus innova-trices sont plus satisfaites de leur rendement. Les résultats de notre analyse montrent que, malgré le fait que les entreprises qui font un suivi plus serré du marché soient aussi plus innovatrices, les dotations en capital humain réduisent la capacitéà exploiter les innovations. Nous avonségalement observé qu'une augmentation de l'expérience se traduit par une diminution de l'apprentissage organisationnel.

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Section: Introductionmentioning

confidence: 99%

The Effect of Market Orientation on Learning, Innovativeness, and Performance in Primary Agriculture

Micheels

Gow

2014

Canadian J Agri Economics

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“…Recently, researchers have begun to examine firm performance as a function of alternative managerial orientations such as an entrepreneurial orientation (Ross and Westgren, 2009;Verhees et al, 2011), market orientation (Verhees and Meulenberg, 2004;Johnson et al, 2009), and strategic choice (Hansson, 2007). For a firm to achieve success in implementing orientations different from a production orientation, the manager must have a willingness to change and to question current business strategies (Michaels and Gow Hamisch, 2015).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Agricultural Sector Performance Evaluation in Terms of Financial Indicators: A Comparison of Czech Republic, Slovakia and Western Balkan States

Hornungová¹,

Milichovský²

2018

Acta Univ. Agric. Silvic. Mendelianae Brun.

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Agriculture and food industry have become part of strategic areas for each country and each region of Europe. Important condition on companies in group A (according NACE classification) is fulfilling requirements of management in performance of financial area. Traditional financial indicators (calculated from accounting data) are still used to evaluate performance level, what have been considered to be the most appropriate approach over a long period of time in spite of different accounting and financial indicators. The main objective is to find crucial factors in the field of financial performance for agriculture companies in chosen region. Data from 10438 agricultural companies have been get from Amadeus database and analysed. For purpose of the paper there were used factor analysis, Pearson chi-square test for independence, and correspondence analysis. By application of factor analysis has reduced the basic set, originally formed by seven key financial indicators, into seven indexes according analysed countries. All observed factors were put into Pearson's chi-square test to indicate the dependency between indexes and (1) company size and (2) NACE classification. Finally, there was applied correspondence analysis, by which were found out clusters of countries, industries and size.

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“…Recently, researchers have begun to examine firm perfor mance as a function of alternative managerial orientations such as an entrepreneurial orientation (Ross andWestgren 2009, Verhees et al 2011), market orientation Meulenberg 2004, Johnson et al 2009), and strategic choice (Hansson 2007). For a firm to achieve success in implement ing orientations different from a production orientation, the manager must have a willingness to change and to question current business strategies (Michaels and Gow 2015).…”

Section: Corporate Performancementioning

confidence: 99%

Nonfinancial Performance Evaluation as Significant Area of Strategic Business Management

Hornungová

2017

Business: Theory and Practice

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The main aim of this paper is to provide the answer to the questions: Which areas of the company play an important role in the evaluation of the performance? Which areas are considered to be important? Due to the fact that the business environment is constantly changing, changes also occur in the trends relating to performance. Traditional financial performance measures have been highly criticized and the need identified to integrate non-financial perspectives, such as the level of innovation, degree of motivation, intellectual capital, and other criteria. Intellectual capital is often a crucial factor in the creation of value in a company. Based on the research, employees and customers are one of the most important areas in the companies from the selected area. At the same time, dependence among these company’s areas and company’s profit has been identified. Furthermore, it has been found whether the introduction of social responsibility into business strategy affects responsible behaviour just in the working environment (as this is geared specifically to employment area). Thus, as regards business strategy and support to work environment, in this case no relationship has been indicated, therefore it is not possible to say that if companies apply social responsibility strategy, they support mainly the working environment.

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An Agent‐Based Model of Entrepreneurial Behavior in Agri‐Food Markets

Cited by 18 publications

References 28 publications

The Effect of Market Orientation on Learning, Innovativeness, and Performance in Primary Agriculture

The Effect of Market Orientation on Learning, Innovativeness, and Performance in Primary Agriculture

Agricultural Sector Performance Evaluation in Terms of Financial Indicators: A Comparison of Czech Republic, Slovakia and Western Balkan States

Nonfinancial Performance Evaluation as Significant Area of Strategic Business Management

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