Entrepreneurial Orientation, Dynamic Capabilities and International Performance

Abstract

In order to be able to seize the opportunities that a dynamic operating environment opens up, entrepreneurial firms have to reconfigure their existing asset base and processes. This study explores the effect of an entrepreneurial orientation and a firm's reconfiguring capabilities on international performance by using survey data from 217 manufacturing and service organizations. Our findings indicate that a firm's entrepreneurial orientation and reconfiguring capabilities have an effect on its international performance and provide empirical support for the dynamic capability view of the firm. Entrepreneurial behavior combined with organizational reconfiguring capabilities constitutes a potential source of competitive advantage. Copyright Springer Science + Business Media, Inc. 2005entrepreneurial orientation, dynamic capabilities, international performance,

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

“…Secondly, the results of this study give us a greater insight into the factors that may be involved in the choice of entry mode taken by INVs. In this paper we have argued that for INVs, the benefits associated with entry modes involving greater resource commitment are more important than the challenges posed by these modes (Anderson & Gatignon, 1986;Erramilli & Rao, 1990 agents able to facilitate sales in these markets (Zacharakis, 1997;Zheng & Kavul, 2005;Knight & Cavusgil, 2004;Jantunen et al, 2005). However, past empirical studies have not been able to corroborate unequivocally the existence of a positive relationship between the use of independent distributors and the success of INVs (Burgel & Murray, 2000;Leiblein & Reuer, 2004).…”

“…It is more reasonable to suppose that this choice may be based on the capacity of INVs to leverage a collection of fundamental capabilities and on each method's effectiveness in transferring INV capabilities (Gleason & Wiggenhorn, 2007). By doing this, we are also following recent calls in international entrepreneurship (IE) for further integration of concepts from the RBV of firms (Knight & Cavusgil, 2004;Jantunen et al, 2005;Weerawardena et al, 2007).…”

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

“…Sample parameters, which served as control variables, included: (a) industrial sector, divided into four groups (manufacturing, professional services, wholesale/retail, and other services); (b) employment size class, divided into five groups (less than 5, 5-10, 11-50, 51-100, more than 100); (c) firm age (less than 3 months, 3-42 months, 5-10 years, 11-20 years, more than 20 years). The upper limit size criterion of a firm was set at 200 employees (here a single respondent still can report for entire firm), this upper limit set also allowed for filtering out of the largest firms, and presumably eliminated some of the typical organizational inertia characteristics of large firms, which may bias CE indicators (Davidsson 2004;Jantunen et al 2005). The data collection procedure included telephone and e-mail surveys.…”

“…In developing economies where growth is often the primary goal of organizations, CE in firms can be particularly critical for firm profitability and survival (Antoncic, Hisrich 2001). The majority of research in EO and CE has been conducted in the United States, and with the relevance of international entrepreneurship being recognized (Jantunen et al 2005), the importance of further interrogating CEs in an emerging country context seems justifiable. Such investigations allow researchers to compare and examine different CE strategy which SMEs use in similar environmental contexts.…”

A Phenomenological Analysis of Managerial Capability in SMEs in Nigeria

“…Ku et al (2010) From the foregoing, several authors have emphasised the importance of several skills, talents, competence which constitute managerial capability and human resource actions that require managerial capability all in a bid to increase performance and foster Firm Growth. They include Human Relations Skills encompassing emotional intelligence, selfmanagement, flexibility, synergy, conflict resolution, time management and employee coaching, team work and learning (Jantunen et al, 2005;Gastro, 2007;Balkundi and Harrison, 2006;Ireland et al, 2009;Yang, 2010;Jusoh et al, 2011 andKhalili, 2012).…”