An Empirical Study of Corporate Entrepreneurship in Hospitality Companies

Li, Lan; Tse, Eliza Ching‐Yick; Zhao, Jianchun

doi:10.1080/15256480903088196

Cited by 18 publications

(11 citation statements)

References 37 publications

(81 reference statements)

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“…Thus, their participation directs the firm’s activities and offerings toward the market needs. This finding supports the results of previous studies that found a positive association between a deep locus of planning and EO (Barringer and Bluedorn, 1999; Li et al , 2009; Murimbika and Urban, 2014).…”

Section: Discussionsupporting

confidence: 92%

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Connecting the dots

Mahrous

Genedy

2019

JEEE

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Purpose This paper aims to identify the intra-organizational environment factors that affect entrepreneurial orientation (EO) and examine the mediating role of market orientation (MO) in the relationship between and organizational performance. Design/methodology/approach The study is conducted in a less-researched area, Egypt. Data were collected using a survey from 120 large-sized manufacturing firms working in seven industries: engineering and home appliances, communication and information technology (IT), food and beverage, chemicals, furniture and decoration, clothing and smoking. The research framework was examined using partial least square approach of structural equation modeling (PLS-SEM). Findings The findings indicate that the intra-organizational environment factors that affect entrepreneurial orientation practices are deep locus of planning, planning flexibility, planning horizon, integration and organizational support. Also, the results show that MO mediates the relationship between entrepreneurial orientation and performance. Practical implications The findings provide insights about how to manage the intra-organizational environment of the firm and how to configure strategic capabilities, i.e. entrepreneurial orientation and MO, to enhance the organization’s performance. Originality/value This paper provides a holistic approach that identifies the intra-organization environmental factors necessary to create an organizational culture that facilitates and encourages entrepreneurial orientation and MO, as well as examine the role of MO in the relationship between entrepreneurial orientation and the organizational performance.

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Section: Discussionsupporting

confidence: 92%

“…Planning flexibility shows the firm’s ability to change its plans according to changes occurring in the external environment (Li et al , 2009; Stevenson and Jarrillo-Mossi, 1986), whether due to environmental munificence (dynamism, changes in the demand, etc. ), hostility and/or heterogeneity.…”

Section: Literature Reviewmentioning

confidence: 99%

Connecting the dots

Mahrous

Genedy

2019

JEEE

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“…low and/or middle managerial levels) who are closest to customers to participate in the firm’s strategic management process. This participation can have several benefits including: facilitating new product development (Li et al , 2009); improving marketing offerings; better satisfying customers’ needs and increaseing the number of strategic alternatives the firm considers when formulating its strategic plan (Helou, 2017). Moreover, in today’s globalized hypercompetitive environment, a deep locus of strategic planning becomes more crucial in the firm’s desire to stay ahead of the competition and gain a competitive edge (Antoncic and Hisrich, 2004).…”

Section: Governance and Administrative Mechanismsmentioning

confidence: 99%

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

Mahrous

Genedy

Kalliny

2020

JEEE

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Purpose The purpose of this paper is to contribute to the entrepreneurial marketing (EM) paradigm by empirically investigating the relationship between intra-organizational environment, EM intensity (EMI) and organizational performance in an emerging market context. Specifically, the paper identifies the elements of the intra-organizational environment that enhances EMI and also examines the impact of EMI on organizational performance. Design/methodology/approach The data were collected from large-sized companies in Egypt. Data were analyzed by using path analysis on Smart-PLS. Findings The findings suggest that the characteristics of the intra-organizational environment that support developing and increasing EMI in large-sized companies in emerging markets are cooperative competency, deep locus of planning and institutional support. Also, it was found that the long planning horizon hinders EMI. Finally, it was found that EMI is positively related to organizational performance and competitive advantage. Practical implications The study provides guidelines for managers of large-sized organizations, especially in emerging economies, on how to develop the intra-organizational environment to enhance EMI. Originality/value The study of EMI received little or no attention in previous research. Also, there is a paucity of empirical research on the impact of the intra-organizational environment on EMI and also on the impact of EMI on the organizational performance of large-sized companies in emerging markets. Therefore, the results of this research are a step toward filling these gaps.

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“…Prior evidence confirms such skepticism and the potential need for a clear understanding of EO processes that best suit the hospitality industry. First, businesses in the hospitality industry are largely geared at innovative and creative ways to satisfy customers and not so much on technological breakthroughs (Li et al, 2009;Carlborg et al, 2014;Njoroge et al, 2019). Second, because EO is a resource-intensive strategy (Hughes and Morgan, 2007), firms in the hospitality industry may not necessarily allocate resources to functional units in similar proportions as manufacturing firms do.…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial orientation in the hospitality industry: evidence from Tanzania

Njoroge

Anderson

Mossberg

et al. 2020

JEEE

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Purpose The purpose of this study is to identify and validate indicators of entrepreneurial orientation (EO) in the hospitality industry, as well as to examine its dimensionality in the context of emerging economies with a specific focus on tourist hotels in Tanzania. Design/methodology/approach The study uses a mixed-method approach for data collection and analysis. The qualitative study involved 20 in-depth interviews with hotel managers. Based on interview insights, indicators of EO were identified and applied in contextualizing the study and develop the survey questionnaires. The second phase, which was quantitative in nature involved a survey of hotels (n = 346) in the Coastal and Northern tourist circuits of Tanzania for validation and generalization. The exploratory and confirmatory factor analyses were used to analyze the quantitative data. Findings EO in the studied context consists of proactive-risk-taking, innovativeness and competition approach. Hotels focus on proactive and risk-taking efforts concurrently, undertake wide-ranging acts; pursue bold and risk decisions in exploiting opportunities; being proactive on opportunity exploration but less emphasis on initiation speed on actions of competitors. Innovativeness focuses on providing quality services; standardization of services; product introduction; and technological advancements. Besides, the conventional dimensions, hotels use competition approach geared at extensive marketing; customer management; and flexibility in pricing based on competition. EO also exhibits multidimensionality with its dimensions exhibiting moderate-to-high correlations and with acceptable discriminant validity. Practical implications The study’s findings imply that EO and its respective indicators confirmed in western contexts are not necessarily a perfect reflection and applicable in the hospitality industry in emerging economies like Tanzania. Hospitality firms must be vigilant with contextual characteristics – economically, socially and culturally shaping entrepreneurial opportunities. Originality/value This study identifies and validates indicators of EO in the hospitality industry in emerging economies. Moreover, the study adds to the body of knowledge that EO in this context is also multidimensional in nature.

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An Empirical Study of Corporate Entrepreneurship in Hospitality Companies

Cited by 18 publications

References 37 publications

Connecting the dots

Connecting the dots

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

Entrepreneurial orientation in the hospitality industry: evidence from Tanzania

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