Entrepreneurial orientation and new product development performance in SMEs: The mediating role of business model innovation

Ferreras-Méndez, José Luis; Olmos‐Peñuela, Julia; Salas‐Vallina, Andrés; Alegre, Joaquı́n

doi:10.1016/j.technovation.2021.102325

Cited by 83 publications

(44 citation statements)

References 102 publications

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“…Organizations with high EO incline to invest in the development of capabilities for constant environmental scanning to identify new opportunities (Mu et al , 2017). By capturing new opportunities, organizations may strategically remove operations that are in the declining or mature phases of their life cycle and shift resources to advocate new services (Ferreras-Méndez et al , 2021; Shan et al , 2016). Therefore, organizations with green EO incline to incessantly scan the market for new opportunities to improve their competitive position through innovating green services.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…Integrated with dynamic capabilities perspective, RBV holds that a strategic orientation can catalyze the conversion of resources into capabilities, which can further translate into (improved or new) services or products (Kor and Mahoney, 2004;Yin et al, 2021). An organization's EO can promote accrual and deployment of resources (Ferreras-Méndez et al, 2021) and function as a dynamic capability that can facilitate new IJCHM 34,7 value generation and proposition (Bouncken et al, 2016;Ciampi et al, 2021). Thus, in light of RBV integrated with dynamic capabilities perspective, it can be tenable to expect that an organization with green EO can facilitate acquisition of resources, such as skills, knowledge and information in relation to environmental conservation, as well as configure a set of capabilities to identify opportunities and demands and develop new services in response to such opportunities or demands.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…EO reflects an organization’s direction vis-à-vis change and progression (Kollmann and Stöckmann, 2014), whereas innovative performance comprises activities that entail incrementally improving existing services, as well as developing and commercializing entirely new services (Lubatkin et al , 2006). Studies further indicate that albeit the benefits of EO can merely be realized via innovative activities, EO does not automatically develop into innovative activities (Arzubiaga et al , 2018; Ferreras-Méndez et al , 2021). Therefore, it is crucial to investigate and understand how green EO translates into green service innovation.…”

Section: Introductionmentioning

confidence: 99%

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Fostering green service innovation perceptions through green entrepreneurial orientation: the roles of employee green creativity and customer involvement

Luu

2022

IJCHM

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Purpose Developing new green services is critical to a hospitality organization’s achievement of sustainable goals as well as competitive advantage. This study aims to unravel the mechanisms through which organizations with green entrepreneurial orientation (green EO) can foster green service innovation. Design/methodology/approach The data set for testing these mechanisms was garnered from employees and managers who worked in hotels based in an Asia-Pacific market. A multilevel analysis was conducted on this data set. Findings The results revealed the positive nexus between organizational green EO and green service innovation perceptions. The results of the study further lent credence to employee green creativity as a mediation path for such a relationship. Furthermore, customer involvement was found to fortify the linkage of green EO with employee green creativity and the linkage of employee green creativity with green service innovation perceptions. Practical implications The results suggest to hotel organizations how to optimally translate their green entrepreneurial strategy into new green services that meet customer preferences and societal expectations. Originality/value This inquiry extends the hospitality management literature by linking green EO to green service innovation of hospitality organizations as well as identifying the mediation and moderation mechanisms underlying this link.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Fostering green service innovation perceptions through green entrepreneurial orientation: the roles of employee green creativity and customer involvement

Luu

2022

IJCHM

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“…Specifically, BMs describe the fundamental logic of how firms create and capture value, and can be seen as the key bridge for effective interaction between resource elements and organizational structure (Amit & Zott, 2001 ; Teece, 2010 ; Foss & Saebi, 2017 ). Abundant evidence has proved that competition between firms is not only limited to tangible products, but largely extends to their BMs (Casadesus-Masanell & Zhu, 2013 ; Ferreras-Méndez et al, 2021 ). The dual restrictions of resources and capabilities facing SMEs drive they to employ innovative BMs to overcome the survival trap (Yang et al, 2018 ; Latifi et al, 2021 ; Yuan et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

The Source of SMEs’ Competitive Performance in COVID-19: Matching Big Data Analytics Capability to Business Models

et al. 2022

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Literature notes that firms are keen to develop big data analytics capability (BDAC, e.g. big data analytics (BDA) management and technology capability) to improve their competitive performance (e.g. financial performance and growth performance). Unfortunately, the extant literature has limited understanding of the mechanisms by which firms’ BDAC affects their competitive performance, especially in the context of small and medium-sized enterprises (SMEs). Using resource capability as the theoretical lens, this paper specifically examines how BDAC influences SMEs’ competitive performance via the mediating role of business models (BMs). Also, this study explores the moderating effect of COVID-19 on the relationship between BDAC and BMs. Supported by Partial Least Squares-Structural Equation Modelling (PLS-SEM) and data from 242 SMEs in China, this study finds the mediating roles of infrastructure and value attributes of BMs in enhancing the relationship of BDAC on competitive performance. Furthermore, the improvement of financial performance comes from the matching of BDA management capability with infrastructure attributes of BMs, while the improvements in growth come from the matching of BDA management capability and BDA technology capability with value attributes of BMs. The result also confirms the positive moderating effects of COVID-19 on the relationship of BDA management capability and value attributes of BMs. This study enriches the integration of BDAC and BMs literature by showing that the match between BDAC and BMs is vital to achieve competitive performance, and it is helpful for managers to adopt an informed BDA strategy to promote widespread use of BDAs and BMs.

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“…This means if a company does not innovate, it will eventually die out. However, innovation will not be completely successful in the absence of entrepreneurial orientation (EO) in the enterprise (Ferreras-Méndez, Olmos-Peñuela, Salas-Vallina, & Alegre, 2021). This shows that innovation and entrepreneurial orientation are not inseparable for the long-term competitive strategy of the enterprise.…”

Section: Introductionmentioning

confidence: 99%

Association of Innovation and Entrepreneurial Orientation on SME Performance: The Case of Soc Trang Province Vietnam

Binh

Thy²,

Vu³

et al. 2022

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Quantitative results derived by Extended Ordered Probit Model on 91 SMEs in Soc Trang province show the influential role of innovation and entrepreneurial orientation on the sales growth of enterprises. These two factors confirm their association is indispensable in the development of enterprises. In addition, the results also provide information on the significant contribution of endogenous variables in the model. Of which the application of information technology (IT) in the organizational administration is endogenous and contributes significantly to innovation and entrepreneurial orientation on SMEs performance, which the older SMEs are, the more interested they are in applying IT in the organizational administration. The finding is an important message for local SMEs who need to rethink the application of IT systems to corporate governance. It is also very useful reference information for local policymakers to create an approach that supports SMEs in developing innovation strategies and entrepreneurial orientation toward market integration.

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Entrepreneurial orientation and new product development performance in SMEs: The mediating role of business model innovation

Cited by 83 publications

References 102 publications

Fostering green service innovation perceptions through green entrepreneurial orientation: the roles of employee green creativity and customer involvement

Fostering green service innovation perceptions through green entrepreneurial orientation: the roles of employee green creativity and customer involvement

The Source of SMEs’ Competitive Performance in COVID-19: Matching Big Data Analytics Capability to Business Models

Association of Innovation and Entrepreneurial Orientation on SME Performance: The Case of Soc Trang Province Vietnam

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