Content and performance of growth-seeking strategies: A comparison of small firms in high- and low technology industries

Covin, Jeffrey G.; Slevin, Dennis P.; Covin, Teresa Joyce

doi:10.1016/0883-9026(90)90013-j

Cited by 225 publications

(119 citation statements)

References 21 publications

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“…That may due to application of a particular experience vary in diverse situations such as in different industries. Further, Covin et al (1990) found that different industries required different forms of management practices. According to the results, entrepreneur involvement in other business significantly impacted on opportunity, relationship, organizing and strategic competencies.…”

Section: Antecedents Of Entrepreneurial Competenciesmentioning

confidence: 99%

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Wickramaratne¹,

Kiminami²,

Yagi³

2014

ASS

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Throughout the past few decades, significance of entrepreneurial competencies has been amplified due to the strategic role take part by the entrepreneur of a business enterprise. Therefore, the aim of the study is to examine the impact of owner/managers entrepreneurial competencies on Entrepreneurial Orientation (EO) of tea manufacturing firms in Sri Lanka and the relationship between background characteristics of owner/managers and entrepreneurial competencies. Primary data was collected in low country tea manufacturing firms in Sri Lanka. The sample includes 109 private sector tea factories. Entrepreneurial competencies were operationalized as opportunity, organizing, strategic, relationship, commitment and conceptual competencies. Data were analyzed by using multiple regression analysis. It was found that background characteristics of owner/managers have direct impact on entrepreneurial competencies. Further it implies that entrepreneurs strategic and commitment competencies have direct positive relationship with EO. When considering the dimensions of EO, innovativeness was greatly affected by owner/managers competencies whereas risk taking behavior was less affected by competencies. Hence, findings of the present study would be essential for owner/managers and strategy makers to enhance the EO of tea manufacturing firms in Sri Lanka towards global competition in the tea industry by knowing what competencies are crucial for EO.

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Section: Antecedents Of Entrepreneurial Competenciesmentioning

confidence: 99%

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Wickramaratne¹,

Kiminami²,

Yagi³

2014

ASS

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“…In small firms, the entrepreneur is the person who drives this orientation. An entrepreneurial orientation is reflected in the initiatives related to the firm's innovativeness, proactiveness and risk taking; for example by trying out new products and services or being more proactive than competitors towards new market opportunities (Covin et al 1990). …”

Section: Entrepreneurial Orientationmentioning

confidence: 99%

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

2012

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High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner's expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner-managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.Keywords High performance work system Á Entrepreneurial orientation Á Small firms Á Human resource management Á Resource poverty Á Strategic decision making Á Best-practice awareness Á Innovative HR vision

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“…Comme dans les PME innovantes, l'innovation est largement basée sur des connaissances informelles, non codifiées et souvent tacites (Koskinen et Vanharanta, 2002). Ce qui est vrai dans les entreprises technologiques l'est aussi dans les activités reposant sur savoir-faire sophistiqué incarné (« human tech ») (Covin et al, 1990, Evers, 2011. L'entretien, le développement la protection et la transmission de ces connaissances deviennent donc un enjeu en soi.…”

Section: Patrimonialisation Du Savoir-faire : Enjeux Pour L'entreprenunclassified

« Luxury entrepreneurship » ou l’entrepreneuriat du luxe : des opportunités de demain pour des activités « human push » ?

Fonrouge¹,

Reboud

Vigneron

2013

Management international

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Content and performance of growth-seeking strategies: A comparison of small firms in high- and low technology industries

Cited by 225 publications

References 21 publications

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

« Luxury entrepreneurship » ou l’entrepreneuriat du luxe : des opportunités de demain pour des activités « human push » ?

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