Entrepreneurial Orientation: The Making of a Concept

Basso, Olivier; Fayolle, Alain; Bouchard, Véronique

doi:10.5367/000000009790012327

Cited by 127 publications

(105 citation statements)

References 30 publications

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“…Researchers studying entrepreneurs have used different terms to describe orientations towards entrepreneurial activities such as entrepreneurial style, entrepreneurial orientation, intensity, style, posture and proclivity (Covin and Wales, 2011). In this vein, Basso et al (2009) argue that Covin and Slevin's (1988) definition of "entrepreneurial style" is very similar to the definition of "entrepreneurial orientation". We thus use the term entrepreneurial style to refer to entrepreneurial activities and do not distinguish between these different labels.…”

Section: Research Background and Hypothesis Developmentmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

104

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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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Section: Research Background and Hypothesis Developmentmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

104

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show abstract

“…Le concept d'orientation entrepreneuriale est une notion attribuée à Miller (1983) pour caractériser les stratégies entrepreneuriales des entreprises existantes, qui a largement été mobilisée dans la littérature en entrepreneuriat et management stratégique (Basso, Fayolle et Bouchard, 2009 ;Covin et Lumpkin, 2011). Selon Lee, Lee et Pennings (2001), l'orientation entrepreneuriale constitue une ressource organisationnelle, source d'avantage concurrentiel.…”

Section: L'orientation Entrepreneurialeunclassified

Les déterminants de la croissance des essaimages académiques1

Bessière

Gomez-Breysse

Messeghem

et al. 2016

ipme

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Les essaimages académiques se sont fortement développés en France depuis le début des années 2000. Cependant, malgré ce développement, la compréhension de leur processus de croissance et la durabilité de cette croissance restent peu explorées. À partir d’un échantillon de 118 essaimages académiques français de la même génération, cet article analyse les facteurs qui déterminent leur croissance au-delà de leur 5e année d’existence. Ces facteurs sont dérivés de l’approche par les ressources et des capacités dynamiques. Les résultats de notre étude quantitative montrent que 5 facteurs expliquent la croissance des essaimages académiques étudiés : l’orientation entrepreneuriale (et plus largement les ressources cognitives), l’acquisition de compétences tout au long du processus entrepreneurial, le montant des fonds levés (publics et privés), la capacité technologique et l’accompagnement.Academic spin-offs (ASOs) have developed considerably in France since the 2000s. However, despite a strong increase in the number of new ventures, little is known about their ability to experience growth and to sustain it beyond the five first years. Based on a sample of 118 French ASOs from the same generation, this article analyses the factors that determine their growth just after their 5th year. These factors are derived from the resource-based view (RBV) and the dynamic capabilities approach (DCA). The results of our quantitative study show that 5 factors determine growth of ASOs after the 5th year : entrepreneurial orientation (and broader cognitive resources), the acquisition of skills along the entrepreneurial process, the amount of public and private financing, the technological capability and the support program.Desde los años 2000, el número de las spin-off universitarias creadas en Francia ha aumentado considerablemente. Sin embargo, a pesar de este desarrolló, la comprensión de los procesos de crecimiento y la perduración de este crecimiento quedan poco exploradas. A partir de los datos extraídos de una encuesta de 118 spin-off universitarias francesas de la misma generación, tratamos de los factores que influyen el crecimiento de ellas más allá del quinto año de existencia. Estos factores están derivados del enfoque para los recursos y las capacidades dinámicas. Este estudio contribuye a explicar el crecimiento de las spin-off universitarias a partir de los 5 factores siguientes : la orientación emprendedora, el adquisitivo de competencias durante el proceso emprendedor, el importe de los recursos financieros, la capacidad tecnología y las infraestructuras de apoyo

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“…This has led numerous firms to place entrepreneurial orientation in the spotlight of their competitiveness. In this sense, recent years have witnessed the proliferation of studies on entrepreneurial orientation and its impact on firm performance (Basso et al, 2009;Rauch et al, 2009;Arzubiaga et al, 2012;Rodrigo-Alarcón et al, 2013;Hernández Perlines, 2014). It is true that the existing literature on entrepreneurial orientation is mainly based on knowledge acquired in the industry sector, works focused on the hotel sector being rather scarce (Tajeddini, 2010).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial orientation in the hotel establishments

Perlines

Yáñez-Araque

2015

Proceedings of the 2nd International Symposium on Partial Least Squares Path Modeling: The Conference for PLS Users

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The present paper analyses the influence of entrepreneurial orientation (integrated approach) and its dimensions (individual approach) on hotel performance. We pose a structural equation model (SEM) Partial Least Square (PLS) through Smart PLS 3.1.9 on a dataset obtained by means of a questionnaire emailed to 102 hotel directors between January and June 2014. The most relevant contribution of this work lies in the fact that the impact of entrepreneurial orientation in an integrated approach (the three dimensions acts jointly) exceeds the effect of each individual approach.

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Entrepreneurial Orientation: The Making of a Concept

Cited by 127 publications

References 30 publications

The influence of network effects on SME performance

The influence of network effects on SME performance

Les déterminants de la croissance des essaimages académiques1

Entrepreneurial orientation in the hotel establishments

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