Business performance and dimensions of strategic orientation

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

“…The reasons ranged from, firms having relocated through to the fact the Managing Directors of young high-technology firms are extremely busy, a degree of apathy toward mail surveys in the U.K., the fact that mail surveys may have become victims of their own success such that managers are swamped by them (Ibeh, Brock, and Zhou, 2004), and that the perceived length of the instrument relative to perceived completion time may have been unfavorable. However, the response rate remains comparable to those of other studies in this area (e.g., Hult and Ketchen, 2001;Hult et al, 2004;Morgan and Strong, 2003) and those found in studies of response rates more generally (e.g., Erdogan and Baker, 2002;Greer, Chuchinprakarn, and Seshadri, 2000; see also Larson and Chow, 2003).…”

“…The relationship between EO and performance is more complex than is often portrayed and we contend that collectively EO dimensions have seemingly little direct influence on business performance. We thereby join a growing list of studies that have come to a similar conclusion (e.g., Matsuno et al, 2002;Morgan and Strong, 2003). It is a research priority to understand why such marked differences have been reported.…”

“…Yet some dimensions might 'carry' others that may have no separate influence on performance. This appears a likely possibility because the EOperformance relationship has been called into question in several studies with a number finding little or no association and others reporting even a negative relationship (e.g., Hart, 1992;Matsuno et al, 2002;Morgan and Strong, 2003;Smart and Conant, 1994).…”

“…Research efforts since then have repeatedly sought to prove that EO carries valuable rewards in terms of business performance. Several studies have reported positive associations (e.g., Wiklund, 1999;Wiklund andShepherd, 2003, 2005;Zahra, 1991;Zahra and Covin, 1995) but there are exceptions to this (e.g., Hart, 1992;Matsuno, Mentzer, and Özsomer, 2002;Morgan and Strong, 2003;Smart and Conant, 1994;Slevin and Covin, 1990). It would appear that EO sometimes, but not always, contributes to improved business performance.…”

Social Capital and Learning Advantages: A Problem of Absorptive Capacity

“…Market performance measures were drawn from Morgan and Strong (2003). Actual sales performance was measured and despite respondents' non-receptivity to divulge this information, 147 provided these data.…”