Entrepreneurial orientation and vertical knowledge acquisition by smallholder agricultural firms in transitional economies: The role of interfirm collaboration in value-chains

Dung, Truong Quang; Bonney, L; Adhikari, Rajendra Prasad; Miles, Morgan P.

doi:10.1016/j.jbusres.2021.08.054

Cited by 23 publications

(21 citation statements)

References 72 publications

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“…Meanwhile, the dynamic possibilities of an entrepreneurial company may be limited by the KBR owned, prompting the enterprise to search for new information and gather knowledge in order to take advantage of attractive market opportunities. Entrepreneurial firms actively seek, develop and modify KBR, and all dimensions of EO can contribute for building organizational knowledge (Dung et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

Entrepreneurial Orientation in Embedding Knowledge-Based Resources in the Organization

Okręglicka

2022

ECKM

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Knowledge is a key resource for an organization, serving as a source of sustainable differentiation and thus a competitive advantage. Knowledge-based resources are especially valuable to organizations because they are unique and protected against imitation. The advantages of knowledge-based resources mean that investments in these resources translate into benefits for the enterprise, especially when knowledge becomes an attribute of the company as a whole. The ability to embed knowledge in an organization depends on many factors, including those that directly shape the company's organizational culture. One of such factors may be entrepreneurial orientation as a strategic attitude of the firm presented in a given environment. The construct of entrepreneurial orientation should be treated as a multidimensional construct, where the dimensions are: autonomy, proactivity, competitive aggressiveness, innovation and risk taking. Research on the influence of organizational entrepreneurship on building the organization's knowledge resources is relatively rarely presented in the literature, which underlines the scientific contribution of the paper. The main aim of the paper is to study the impact of the level of entrepreneurial orientation on the level of knowledge-based resources embedded in the organization. The implementation of the goal was based on questionnaire surveys conducted in 2022. on the group of 355 enterprises in Poland. The respondents' opinions were diagnosed using a 5-point Likert scale. A managerial approach was used in the study, which constitutes a certain limitation of the research. The results of empirical studies were statistically analysed using tools such as factor analysis and multiple regression. The main research conclusions indicate a positive correlation, of moderate intensity, between the dimensions of entrepreneurial orientation and the level of knowledge-based resources, where the greatest impact was noted in the case of the following predictors: innovation and competitive aggressiveness. The research has implications for management practitioners who, by promoting entrepreneurial attitudes at the organizational level, can manipulate knowledge resources, especially in the area of HR.

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Section: Discussionmentioning

confidence: 99%

Entrepreneurial Orientation in Embedding Knowledge-Based Resources in the Organization

Okręglicka

2022

ECKM

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“…The described relationships tend to hold regardless of whether acquirers are renewable or non-renewable energy companies. In model (2), the explained variable is TGT.NON.ENERGY, which binary-codes instances of non-energy target acquisitions by energy companies. Such non-core horizontal diversification appears to be strongly associated with the average number of supervisory board members' external affiliations (OR: 1.24; sig.…”

Section: Principal Empirical Findingsmentioning

confidence: 99%

“…With the energy sector seeking to diversify away from fossil fuels under increasing regulatory pressure, renewable energy has seen a remarkable influx of long-term capital. Following a rapid organic expansion of the past decade, the industry is now gradually entering the phase of consolidations aimed at increasing business efficiency and maximizing the benefits of scale [1,2]. The complexity and capital intensity of advanced energy generation technologies require the mobilization of ever-increasing amounts of capital to bring energy projects to fruition and ensure satisfactory internal investment return.…”

Section: Introductionmentioning

confidence: 99%

Characteristics and Shareholder Wealth Effects of Mergers and Acquisitions Involving European Renewable Energy Companies

2021

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The present study documents a positive market reaction to mergers and acquisition (M&A) deals involving renewable energy companies. Acquirers record positive post-deal cumulative risk-adjusted returns upon taking over a renewable energy target, especially if the former also operates in the renewable energy sector. Such deals often involve purchases of majority equity stakes financed with acquirers’ stock rather than cash. Acquirers of renewable energy firms tend to be more profitable and cash-rich than their industry peers, yet they are less likely to be serial acquirers and channel cash reserves towards M&As. We evidence that the quality of corporate governance in the energy sector may play a substantial role in shaping the choice of targets; a director’s outside affiliations increase the likelihood of takeovers of non-energy firms, while the presence of outsiders on board appears to incentivize diversification into renewable energy. While acquisitions of renewable energy firms feature lower-than-average acquisition premia and generate positive short-term stock returns, they are found to exercise an overall negative short- and medium-term impact on the combined entities’ operating performance. Overall, capital markets appear to attach a sizeable premium to risky deals involving renewable energy firms, possibly in expectation of wealth accrual in the long term.

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Section: Introductionmentioning

confidence: 99%

“…Economics, organization and strategy research has found that firms often benefit from inter-firm collaboration (IFC), and what causes a firm to engage in IFC is receiving increasing attention in the literature (Dung et al, 2021;Rosenfeld, 1996;Schilling and Phelps, 2007). Significant research attention has been paid to economic drivers (Hillman et al, 2009), relying on the assumption that IFC decisions are rational and based on economic benefits such as resource complementarity (Makadok, 2001) and cost efficiency (Williamson, 1991).…”

Section: Introductionmentioning

confidence: 99%

Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty

Jia

2022

LODJ

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PurposeThe purpose of this paper is to investigate how CEO humility influences inter-firm collaboration (IFC) and the moderating roles of firm status (a firm's relative position in a social order) and environmental uncertainty on such an effect.Design/methodology/approachAs the firms were nested in township clusters, the theoretical model was tested using hierarchical linear modeling to analyze a multisource and multilevel onsite survey from 254 firms in Chinese township clusters. CEO humility was measured using an 18-item scale reported by both the human resource managers and the financial managers. Besides using CEO self-reported ratings as the measurement of IFC, this study employed additional measurements to further validate the findings, including the IFC reported by the administrative managers and two alternative measures for IFC reported by both CEO and the administrative managers of each firm.FindingsThis study found that CEO humility is positively related to IFC (H1), and that this association is marginally more salient when firms have high status (H2) but less salient when firms face a high level of environmental uncertainty (H3).Practical implicationsFindings suggest that firms with humble CEOs may benefit from better inter-firm collaborative relationships, especially when firms have high status (i.e. possess many well-known trademarks), but not when they are in an uncertain environment.Originality/valuePrevious humility studies focused on the influence of leader humility on individual and team outcomes, but little attention has been paid to organizational outcomes. This research extends the implications of leader humility to inter-firm relationships. Moreover, this paper explores the boundary conditions of the influence of CEO humility, thus advancing the contextual understanding of leader humility.

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Entrepreneurial orientation and vertical knowledge acquisition by smallholder agricultural firms in transitional economies: The role of interfirm collaboration in value-chains

Cited by 23 publications

References 72 publications

Entrepreneurial Orientation in Embedding Knowledge-Based Resources in the Organization

Entrepreneurial Orientation in Embedding Knowledge-Based Resources in the Organization

Characteristics and Shareholder Wealth Effects of Mergers and Acquisitions Involving European Renewable Energy Companies

Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty

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