Entrepreneurial orientation and networking: Some Indian evidence

Ramachandran, Kavil; Ramnarayan, S

doi:10.1016/0883-9026(93)90036-5

Cited by 133 publications

(53 citation statements)

References 7 publications

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“…The writer shows that the re-appropriation of a text written by an entrepreneur (via the formulation of answers from the reader) becomes a source of meaning in their personal learning process. These explicit results join up, to a certain extent, with those of Ramachandran and Ramnarayan (1993) in showing the contributions of reflexivity and critical analysis in the construction of individual learning from resources present in the environment.…”

Section: Programmes Methods and Tools As Transmitters Of Environmentmentioning

confidence: 97%

“…Ramachandran and Ramnarayan (1993) show that actually, innovative and pioneering entrepreneurs do not systematically adopt suggestions and ideas from their networks but synthesise them with the aim of learning as much as they can from them. In other words, the more entrepreneurs use their critical analysis skills to transform information from their environment, the more they tend to develop pioneering and innovative activities.…”

Section: Network and Type Of Influencementioning

confidence: 99%

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Role and impact of the environment on entrepreneurial learning

Toutain

Fayolle

Pittaway

et al. 2017

Entrepreneurship & Regional Development

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This article is presenting an overview of the literature devoted to entrepreneurial learning and, more specifically, those research bringing environmental elements into the study of the entrepreneurial learning process. Then, it shows how each of the four Special Issue selected research papers contribute to enhancing our knowledge of the complexity of the learning process vis-à-vis entrepreneurial processes placed in context. By doing this, it makes an attempt to explain the specific context behind each contribution as well as presenting the wider context. Finally, the article is suggesting a set of key challenges and research pathways that might be explored in the future.

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Section: Programmes Methods and Tools As Transmitters Of Environmentmentioning

confidence: 97%

Section: Network and Type Of Influencementioning

confidence: 99%

Role and impact of the environment on entrepreneurial learning

Toutain

Fayolle

Pittaway

et al. 2017

Entrepreneurship & Regional Development

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“…CEOs) are able to get access to more of the strategic resources that are available in their embedded networks. We can therefore argue that entrepreneurs who score highly in pioneering and innovative orientation tend to utilize more external networking behavior in order to acquire more critical resources (Ramachandran and Ramnarayan, 1993).…”

Section: Entrepreneurial Style and Sme Performance: The Mediating Rolmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

103

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The notions that firms are embedded within complex networks, and that managers spend time actively networking, have long been accepted by scholars within the Industrial Marketing and Purchasing (IMP) Group. However, an issue that has not received the same attention is an assessment of how these two facets; network structure and external networking behaviors affect SME performance. In assessing their antecedents, in this research we move beyond the traditional IMP literature, using emotional intelligence and entrepreneurial style to assess CEOs' managerial style. Network structure was assessed by the extent to which structural holes and degrees of centrality were present. Data was collected from 227 CEOs of small Iranian information technology companies. To test our hypotheses, we combined the use of structural equation modeling and social network analysis -a dual methodology that has not been adopted before. The results show that emotional intelligence drives entrepreneurial style, network structure and external networking behavior. SME performance is influenced by both network structure and external networking behavior. The mediating role of network structure is also discussed. Here our results show that entrepreneurial style does not influence external networking behavior. Several managerial implications of these findings are discussed. Keywords entrepreneurial networks; emotional intelligence; networking behaviors, network structure; social network analysis 3

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“…Networking with various strategic partners contributes to legitimacy (Lounsbury & Glynn, 2001), information exchange and coordination (Larson, 1991), increasing the speed of know-how and technology transfer and acquiring core human resources , reducing innovation uncertainty (Ramachandran & Ramnarayan, 1993), and is an effective way of striving for competitive advantages for new ventures.…”

Section: The Influence Of Marketing Capabilities On Entry Mode Choicementioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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This paper aims to explore how marketing capabilities contribute to the international expansion of international new ventures, and the influence of these capabilities on the entry mode these firms choose. Specifically, the study examines how marketing This study extends previous international entrepreneurship research, including insights on antecedents of international new ventures' choice of higher commitment entry modes in foreign markets. Additionally, the results of this work encourage international entrepreneurs to look beyond the explicit value of experiential market knowledge to realize the potential value of marketing capabilities as an antecedent to higher commitment entry modes.

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Entrepreneurial orientation and networking: Some Indian evidence

Cited by 133 publications

References 7 publications

Role and impact of the environment on entrepreneurial learning

Role and impact of the environment on entrepreneurial learning

The influence of network effects on SME performance

International new ventures as “small multinationals”: The importance of marketing capabilities

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