Entrepreneurial orientation as a basis for classification within a service industry: the case of retail pharmacy industry

Abstract

To date, service classification research has primarily taken a macro view, creating service typologies or taxonomies by using dimensions such as customer contact or degree of labor intensity. Such classification schemes, though helpful in deciphering critical management issues and positioning strategies between service industries, tend to treat an entire industry, such as airlines, as a single homogenous entity. However, organizations in the same industry often use intangible resources, such as entrepreneurial orientation processes, to compete with one another. Resource-advantage theory suggests that organizations utilize intangible resources to build long-term strategies and a sustainable competitive advantage leading to superior performance. We developed organization clusters based on entrepreneurial orientation as intangible resources to classify organizations within a retailing industry. Using data from the retail pharmacy industry, we tested if the entrepreneurial orientations of the resultant groups within the pharmacy industry were related to their perception of the environment, organizational factors, and performance outcomes. The operationalization of the construct of entrepreneurial orientation is one of the contributions of the study. #

International entrepreneurial orientation and regional expansion

“…Our key export market competitors cannot keep up with the rate at which we introduce new products/services in our export markets 0.82 Product Innovation Novelty (newly developed based on Miller & Friesen, 1982;Lumpkin & Dess, 1996) Relative to our main export competitors, the products/services we offer in our export market(s) are: Risk-taking (adapted from Jambulingam et al, 2005) This company shows a great deal of tolerance for high-risk export projects 0.92…”

“…Multiple sources were relied upon to assess the sub-dimensions of IEO (e.g., Boso et al, 2012;Jambulingam et al, 2005). The product innovativeness scale describes the extent to which the firms innovated intensively and radically in their export market (Boso et al, 2012).…”

“…Our actions towards export competitors can be termed as aggressive 0.88 Autonomy (adapted from Jambulingam et al, 2005) Key export strategies are decided by people within the export unit 0.58…”

How does firm innovativeness enable supply chain resilience? The moderating role of supply uncertainty and interdependence

“…The details include factor loadings, standard deviations, and means and they are provided in Appendix 1. The scales for firm innovativeness were borrowed from marketing and management science literature (Scott and Bruce 1994, Hurley and Hult 1998, Jambulingam, Kathuria et al 2005. We also considered expert opinions when adopting these scales.…”

The Tunisian textile industry: local responses to internationalisation

“…Consequently, EO refers to the processes, practices and decision-making styles that enable firms to act entrepreneurially to sustain and upgrade their competitive advantage (Atuahene-Gima and Ko, 2001;Lumpkin and Dess, 1996;Wiklund and Shepherd, 2005). Several studies (Miller and Friesen, 1982;Miles and Snow, 1978;Jambulingama, Kathuriab and Doucettec, 2005;Avlonitis and Salavou, 2007) have classified firms based upon their EO dimensions. Although there is some variation, firms are generally divided into two groups: the defenders (also labeled as conservative or reactive) and the prospectors, (also described as entrepreneurial, or pioneers or proactive entrepreneurial firms).…”