Being alert to new opportunities: It is a matter of time

Tang, Jintong; Levasseur, Ludvig; Karami, Masoud; Busenitz, Lowell W.

doi:10.1016/j.jbvi.2021.e00232

Cited by 28 publications

(13 citation statements)

References 31 publications

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“…For example, environmental munificence is found positively related to entrepreneurial alertness (Ghasemi and Rowshan, 2016;Tang et al, 2021a). The other group of researchers argues that the effects of the abovementioned antecedents are contingent upon the entrepreneurial environment, such that the positive relationships will be stronger when the environment is highly munificent (Tang et al, 2021a;Valliere, 2013). From this perspective, it is important to consider the entrepreneurial environment in our study.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 92%

“…Fifth, building off the information search perspective, scholars recognized information asymmetry among people and posited that social networks are the conduits to overcome such information asymmetry (Tang et al, 2021a). Along this line of research, researchers found that entrepreneurs with social sources of informal industry networks (Hsieh et al, 2009), various aspects of social network (Khakbaz, 2012), social networking and business networking capabilities (Adomako et al, 2018) positively contribute to entrepreneurial alertness.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Finally, past literature suggests that entrepreneurial environments, such as government policies, socioeconomic conditions and financial assistance (Gnyawali and Fogel, 1994), could directly or indirectly affect entrepreneurial alertness (Lanivich et al, 2022). For example, environmental munificence is found positively related to entrepreneurial alertness (Ghasemi and Rowshan, 2016;Tang et al, 2021a). The other group of researchers argues that the effects of the abovementioned antecedents are contingent upon the entrepreneurial environment, such that the positive relationships will be stronger when the environment is highly munificent (Tang et al, 2021a;Valliere, 2013).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

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Cognitive cultural intelligence and entrepreneurial alertness: evidence from highly educated, employed immigrants in the USA

Yang

Tang

et al. 2022

CCSM

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Purpose There is a dearth of research on how immigrants' cognitive attributes influence their willingness to be self-employed. To offset this paucity, the current study draws on the insights of social cognitive theory (SCT) to examine the immigrants' entrepreneurial alertness.Design/methodology/approach The authors hired Qualtrics to recruit educated, working immigrants in the USA and tested the hypotheses using a sample of 555 highly educated, employed immigrants from 92 home countries.Findings This study finds that immigrants' cognitive cultural intelligence (CQ) contributes to entrepreneurial alertness in a positive way. In addition, immigrants' perceived environmental differences and global identity positively moderate the relationship between cognitive CQ and entrepreneurial alertness.Originality/value This research provides a clear picture of how cognitive CQ impacts immigrants' entrepreneurial alertness; thus, the findings of this study offer ample implications for policymakers. By applying SCT, the current study extended research on immigrants' entrepreneurial alertness by shifting the focus from their individual (e.g. demographic background) or family characteristics to their cognitive attributes. This study suggests that policymakers and entrepreneurship education programs in the U.S.A. should consider offering various types of cultural training programs.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 92%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Cognitive cultural intelligence and entrepreneurial alertness: evidence from highly educated, employed immigrants in the USA

Yang

Tang

et al. 2022

CCSM

Self Cite

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“…We present an approach that business leaders can use to think beyond these short-term opportunities and stay committed to their long-term missions and strategies -which is especially useful in times of turbulence and uncertainty. Since the beginning of 2020, business leaders have seen many chances to take advantage of these windows of opportunity and (perhaps) realize some short-term profits; we know that the time perspective regarding windows of opportunity is particularly critical for entrepreneurs and small businesses [10]. But what happens when those windows close?…”

Section: Corporate Social Opportunity Vs Corporate Social Responsibilitymentioning

confidence: 99%

From Corporate Social Opportunity to Corporate Social Responsibility

Bolton¹

2023

Business, Management and Economics

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During the early 2020s, business leaders have been faced with the confluence of multiple challenges, the likes of which they had never seen before: the Covid-19 pandemic, systemic racism and the continued escalation of the climate crisis. These challenges forced companies to search for new ways to create value for their investors and other stakeholders; these challenges forced business leaders to think differently about the role that their companies play in the broader society. As we think about how business leaders balance these short-term opportunities and long-term strategies, it is critical that they realize that he level of social responsibility expected by society has risen significantly in recent years. Companies need to move beyond seeing social dynamics as short-term opportunities and incorporate them into long-term strategies. In this study, we offer 6 rules for moving forward and for turning short-term social opportunities into long-term strategic value creations. Business leaders need to focus on offering products, services and relationships that help their stakeholders improve their lives. In doing this, we rely on both academic studies and case studies to show how moving beyond corporate social opportunity and towards value creation through social responsibility is the key to long-term corporate success.

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“…Human capital enables SMEs to not only identify international opportunities but also to act upon them in novel ways (Levasseur et al , 2020). That is, when a new opportunity emerges, SMEs are able to use their human capital to quickly identify the opportunity before the window closes (Tang et al , 2012; Tang et al , 2021) and capitalize on it toward a successful international performance (Ruzzier et al , 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Decision-makers’ logic of control and SME international performance

Karami

Tang

2021

JBIM

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Purpose This paper aims to investigate the mediating role of founders/managers’ logic of control in transforming experiential knowledge and human capital into successful international performance of small- and medium-sized enterprises. Design/methodology/approach Using a quantitative methodology, this study used hierarchical regression analysis to test the hypotheses. Findings Drawing upon effectuation theory, the study proposed and found empirical evidence for the logic of control as an important mechanism that transforms experiential knowledge and human capital into international performance. Originality/value This study contributes to the international entrepreneurship (IE) research by investigating how the application of logic of control by SME founders/managers enables them to make use of their experiential knowledge and human capital as important intangible means to achieve successful international performance. The study tested the model in New Zealand wherein SMEs play a central role in economic development and depend heavily on international markets for survival and growth.

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Being alert to new opportunities: It is a matter of time

Cited by 28 publications

References 31 publications

Cognitive cultural intelligence and entrepreneurial alertness: evidence from highly educated, employed immigrants in the USA

Cognitive cultural intelligence and entrepreneurial alertness: evidence from highly educated, employed immigrants in the USA

From Corporate Social Opportunity to Corporate Social Responsibility

Decision-makers’ logic of control and SME international performance

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