Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure–style fit

Green, Kimberly M.; Covin, Jeffrey G.; Slevin, Dennis P.

doi:10.1016/j.jbusvent.2007.01.002

Cited by 223 publications

(219 citation statements)

References 66 publications

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“…Based on the theoretical and empirical evidence taken together, it has been argued throughout this article that a pro-entrepreneurship organizational architecture is likely to be facilitated by a combination of elements, where these theoretically-congruent combinations (Green et al 2008) are expected to be significantly associated with firms' outcomes. Since there is reason to believe that these elements may have different effects on the outcomes, it is argued that an increased understanding of the association between these elements and outcomes can only be understood by regressing the various elements on each of the specified outcomes.…”

Section: Hypothesismentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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Abstract. Recent years have seen considerable work at the interface between business, management, entrepreneurship and strategy and as a result, new research domains have appeared including corporate entrepreneurship and entrepreneurial strategy. The purpose of this article is to understand the effect that corporate entrepreneurship strategy has on firms to revitalize, reconfigure resources and transform into firms that are ready to compete in the global economy. Empirical tests are conducted to determine to what extent elements of pro-entrepreneurship architecture are able to predict development capability, strategic repositioning, and growth based outcomes. A first-phase survey is conducted to verify the presence and strength of entrepreneurial orientation while the second phase of the study identifies elements of organizational architecture able to predict firm outcomes. The main contribution of this article is that firms resourcing and rewarding policies, as well as cultural and structural orientations, derived from a corporate entrepreneurship strategy, play a significant role in realizing desired outcomes. The study has important implications for emerging economies where growth is often the primary goal of organizations, and where corporate entrepreneurship can be critical for firm profitability and survival.

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Section: Hypothesismentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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“…In small firms, especially in innovative ones or in those engaging in strategic renewal (Kuratko & Audretsch 2009;Hitt et al 2003;O'Dwyer et al 2009), entrepreneurs formulate original and novel visions that can create value for the customer. These firms often exhibit a market--driving posture (Schindehutte et al 2008;Bjerke and Hultman 2002) and are characterized by a strong entrepreneurial orientation (Green et al 2008;Lumpkin and Dess 1996).…”

Section: Marketing Communication In Smes: the Role Of Entrepreneurialmentioning

confidence: 99%

Marketing in SMEs: the role of entrepreneurial sensemaking

2011

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and through the analysis of four case studies, the article proposes a conceptual framework that emphasizes the centrality of entrepreneurial sensemaking in small and medium--sized enterprises' marketing strategies. We posit that entrepreneurs are engaged in the construction of interpretive frameworks that, when explicated and made accessible to consumers and stakeholders, legitimate novel business ideas and logics. These interpretive frameworks structure the content and processes of marketing activities. Theoretically, the article aims to contribute to the debate on marketing in small businesses shedding light on the processes underlying the formation of marketing strategies.Propositions are offered to guide future empirical research based on the proposed conceptual framework.

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“…The proactiveness dimension is essential because if a firm is not proactive, it will not take action to exploit the opportunity. An entrepreneurial firm anticipates future needs (Lumpkin & Dess, 1996) and moves ahead quickly, even with incomplete information (Green, Covin, & Slevin, 2008).…”

Section: The Effect Of Entrepreneurial Orientationmentioning

confidence: 99%

Strategies for Superior Performance in Recessions: Pro or Counter-Cyclical?

Conti¹,

Goldszmidt

Vasconcelos

2015

Rev. adm. empres.

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Estratégias para desempenho superior em recessões: pro ou contra-cíclicas? Estrategias para el desempeño superior en las recesiones: ¿pro o contra cíclicas?ABSTRACT Recessions are recurring events in which most firms suffer severe impacts while others are less affected or may even prosper. Strategic management has made little progress in understanding such performance differences. In a scenario of decreased demand, intensified competition, and higher uncertainty, most firms try to survive by pro-cyclically cutting costs and investments. But firms could take advantage of undervalued resources in the market to counter-cyclically invest in new business opportunities to overtake competitors. We survey Brazilian firms in various industries about the [2008][2009] recession and analyze data using PLS-SEM. We find that while most firms pro-cyclically reduce costs and investments in recessions, a counter-cyclical strategy of investing in opportunities created by changes in the market enables superior performance. Most successful are firms with a propensity to recognize opportunities, an entrepreneurial orientation to invest, and the flexibility to efficiently implement investments.KEYWORDS | Recession, cycle, opportunity, entrepreneurship, flexibility. RESUMO Recessões são eventos recorrentes nos quais a maioria das empresas sofre impactos severos enquanto outras são menos afetadas ou até prosperam. A gestão estratégica tem feito pouco progresso para entender tais diferenças de desempenho. Em um cenário de demanda reduzida, competição aumentada e muitas incertezas, a maioria das empresas tenta sobreviver cortando custos e investimentos, de maneira pró-cíclica. Mas as empresas poderiam aproveitar os recursos subestimados no mercado para investir, contra-ciclicamente, em novas oportunidades de negócios para superar a concorrência. Pesquisamos empresas brasileiras em várias indústrias sobre a recessão de 2008-2009 e analisamos dados usando PLS-SEM. Descobrimos que enquanto a maioria das empresas reduzem custos e investimento pró-ciclicamente durante as recessões, uma estratégia contra-cíclica de investir em oportunidades criadas pelas mudanças no mercado possibilitam desempenho superior. Firmas com propensão a reconhecer oportunidades, com orientação empresarial para investir e com flexibilidade para implementar os investimentos de modo eficiente são as mais bem sucedidas. PALAVRAS-CHAVE | Recessão, ciclo, oportunidade, empreendedorismo, flexibilidade. RESUMEN Las recesiones son eventos recurrentes en los cuales la mayoría de las empresas sufre impactos severos mientras que otras son menos afectadas o incluso RAE-Revista de Administração de Empresas | FGV-EAESP

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Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure–style fit

Cited by 223 publications

References 66 publications

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Marketing in SMEs: the role of entrepreneurial sensemaking

Strategies for Superior Performance in Recessions: Pro or Counter-Cyclical?

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