Fostering Small and Medium Enterprises through Entrepreneurial Orientation and Strategic Improvisation

Bakar, Hatinah Abu; Mahmood, Rosli; Ismail, Nik Nor Hasimah Nik

doi:10.5901/mjss.2015.v6n4p481

Cited by 12 publications

(11 citation statements)

References 29 publications

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“…The items originated from the work of Miner (1998a, 1998b), Tierney et al (1999), Unger and Kernan (1983) and has a Cronbach's alpha of 0.91. The study operationalized SI as the best strategy to cope with flexibility and provide the organization with capabilities to adapt to changing environmental demands rapidly and effortlessly (Bakar et al, 2015b). In terms of OC, the popular Wallach (1983) items of 24 were used.…”

Section: Role Of Organizational Culturementioning

confidence: 99%

“…The concept of SI is an emerging field of study in the management science that deals with providing solutions on how organizations adapt to dynamism of today's environment (Bakar et al, 2015b;Hadida and Tarvainen, 2014). Besides, strict adherence to strategic planning has been identified as a hindrance to creativity, flexibility and the development of an appropriate plan for the organization (Slotegraaf and Dickson, 2004).…”

Section: Strategic Improvisation and Organizational Performancementioning

confidence: 99%

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Strategic improvisation and HEIs performance: the moderating role of organizational culture

Ibrahim

Mahmood

Bakar

2018

PRR

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Purpose This study aims to explore the relationships between strategic improvisation, organizational culture and higher education institutions (HEIs) performance. The dynamic nature of today’s environment, increased population and demand and budget cuts have created a lot of pressure on HEIs around the world. Hence, the need for effective human resource capable of providing advanced policies for efficiency and sustainability of these institutions. Design/methodology/approach A total of 229 questionnaires were filled and returned by academic leaders from HEIs in Kano state, Nigeria. The study used partial least squares path modelling to test the hypotheses postulated. Findings The major findings indicate that both strategic improvisation and organizational culture dimensions have direct relationship with HEIs performance. However, only innovative culture moderates the relationship between strategic improvisation and HEIs, while bureaucratic culture and supportive culture fail to support the proposed hypothesis. Research limitations/implications More studies are needed to further validate the impact of strategic improvisation (SI) on other public sector performance. Also, future studies should use longitudinal approach to establish at which stage SI has more impact on performance. Also, future studies should identify the difference that exists between units, department and faculty leaders, as some are more likely to engage in SI due to the nature of their specialization. Practical implications It is obvious that HEIs performance is not only limited to organizational factors but also individual characteristics such as ability to improvise. Hence, HEIs should consider SI ability during employment to ensure efficiency, performance and sustainability. Moreover, organizational culture of HEIs needs to be updated and to be more flexible in accommodating new initiatives or failure to encourage display of such ability. Originality/value Previous studies especially in the for profit sector have demonstrated the role of SI and organizational culture on performance. Thus, the present study is one of the early studies in the non-profit sector, specifically the HEIs. Moreover, the inconsistent result of the previous findings necessitates the study to test the moderating effect of organizational culture.

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Section: Role Of Organizational Culturementioning

confidence: 99%

Section: Strategic Improvisation and Organizational Performancementioning

confidence: 99%

Strategic improvisation and HEIs performance: the moderating role of organizational culture

Ibrahim

Mahmood

Bakar

2018

PRR

Self Cite

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“…Research has shown that one of the key characteristics of entrepreneurs that allows them to perform effectively in such a dynamic and unpredictable business condition is improvisational behavior (Hmieleski and Corbett, 2008;Adomako et al, 2018;Hmieleski et al, 2013). Improvisational behavior is conceptualized as spontaneous action guided by intuition, produced or carried out in the spur of the moment instead of going through intentional thought and evaluation processes (Bakar et al, 2015;Baker and Miner, 2003;Bingham, 2009;Vera et al, 2016). Literature in the area of entrepreneurship shows that improvisational behavior has become even more imperative due to the increase in the complexity and uncertainties of the business environment, coupling with the higher degree of competition and resource scarcity in the present business landscape (Duxbury, 2014;Smith and Blundel, 2014).…”

Section: Introductionmentioning

confidence: 99%

Does entrepreneurs’ improvisational behavior improve firm performance in time of crisis?

Charoensukmongkol¹

2021

MRR

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Purpose This paper examines the effect of improvisational behavior of entrepreneurs on firm performance of small and medium enterprises (SMEs) in Thailand during the economic crisis following the COVID-19 pandemic. The study also explores external factors in terms of competitive intensity and internal factors in terms of financial and human resources possessed by firms that could enhance the impact of improvisational behavior on firm performance. Design/methodology/approach A self-administered online questionnaire survey was used to collect the data from the random sample of 312 SMEs in Thailand. Partial least squares structural equation modeling was used to analyze the data. Findings The analysis supports the positive relationship between the improvisational behavior of entrepreneurs and firm performance. Moreover, the moderating effect analysis shows that the positive impact of improvisational behavior on firm performance tends to be stronger for firms that encountered a higher level of competitive intensity and for firms that possessed a higher level of financial and human resources. Originality/value This research extends the knowledge from prior research by confirming some moderating factors that could strengthen the benefit of improvisational behavior during the crisis.

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“…Under the context of current study, it is defined as a leader's ability to perceive unforeseen situations and improvise efficiently or effectively to solve a problem. In essence, SI is implementation of planning and processes resulting the emergent behavior of an organization (Bakar, Mahmood, & Ismail, 2015). SI is implemented in real time scenarios and situations which involve a great degree of innovation and spontaneity.…”

Section: Leaders' Strategic Improvisationmentioning

confidence: 99%

The effect of Leaders Strategic Improvisation and TQM on SME’s Performance: Examining Mediating Role of Corporate Entrepreneurship

Zarooni¹

2021

TURCOMAT

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The main purpose of present study is to examine the effect of strategic improvisation and total quality management on performance. This study also examined the mediating effect of corporate entrepreneurship between strategic improvisation and total quality management on performance. The data was collected from the employees of SME’s through questionnaires. For collection of data simple random sampling was adopted. The response rate of study was 60.04%. the gathered data was assessed by using PLS-SEM through smart PLS-3.3.2. Its been revealed from the findings of the study that there exist positive relationship among strategic improvisation, TQM and SME Performance. Moreover, mediating role of corporate entrepreneurship is confirmed as well. The findings of present study are helpful for the policy makers of SME sector to develop strategy to improve organizational performance.

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Fostering Small and Medium Enterprises through Entrepreneurial Orientation and Strategic Improvisation

Abstract: The purpose of this research is to establish the relationships between entrepreneurial orientation (EO), strategic improvisation and performance of small-medium enterprises (SMEs

Cited by 12 publications

References 29 publications

Strategic improvisation and HEIs performance: the moderating role of organizational culture

Strategic improvisation and HEIs performance: the moderating role of organizational culture

Does entrepreneurs’ improvisational behavior improve firm performance in time of crisis?

The effect of Leaders Strategic Improvisation and TQM on SME’s Performance: Examining Mediating Role of Corporate Entrepreneurship

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