Impacts of proactive orientation and entrepreneurial strategy on entrepreneurial performance: An empirical research

Gao, Yang; Ge, Baoshan; Lang, Xiangxiang; Xu, Xiaoxia

doi:10.1016/j.techfore.2017.11.019

Cited by 60 publications

(46 citation statements)

References 85 publications

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“…For example, the means of competition has become more complex, the competition standards are not unified, and even the system and laws are one-sided and ineffective. In emerging markets, on account of the emergence of new technologies and the continual death of traditional technologies, the entire industry is facing a subversion and the market is highly risky and uncertain [51]. Consequently, enterprises would find it difficult to identify and predict critical technologies, and they would also take a risk in innovation.…”

Section: Emerging Industrymentioning

confidence: 99%

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

Sun

Gao

et al. 2019

Sustainability

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Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.

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Section: Emerging Industrymentioning

confidence: 99%

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

Sun

Gao

et al. 2019

Sustainability

Self Cite

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“…In contrast, in a rapidly changing market environment, market boundaries are blurring, successful business models are unclear, and market players (i.e., buyers, suppliers, competitors) are ambiguous and shifting. The overall industry structure is unclear and the life cycle of new technology which appears in the industry will be very short [40,52]. Therefore, it will be difficult for enterprises to obtain sustainable competitive advantages if they develop a new green technology or improve the original technological process.…”

Section: Hypothesismentioning

confidence: 99%

An Empirical Study on Green Innovation Strategy and Sustainable Competitive Advantages: Path and Boundary

Yang

Jiang

et al. 2018

Sustainability

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Although green innovation strategy (GIS) is the driving force for the sustainable development of enterprises, while the strategy is implemented, an increased cost and a change in organizational routines will cause an organization to become fragile, and even affect the sustainable competitive advantages. So, the purpose of this paper is to explore the impact path of GIS on sustainable competitive advantages and the implementation boundary of GIS. To explain the impact path, we consider the concept of dynamic capabilities to be the mediator variable. To explain the implementation boundary of GIS, we systematically explore the relationships among GIS, dynamic capabilities and sustainable competitive advantages under different levels of environmental uncertainty. Based on 241 new Chinese green firms, the empirical results find that GIS helps enterprises to gain sustainable competitive advantages. However, in the process of strategy implementation, enterprises should choose appropriate methods according to different degrees of environmental uncertainty. In a low environmental uncertainty, dynamic capabilities play a full intermediary role between GIS and sustainable competitive advantages. However, in a high environmental uncertainty, dynamic capabilities have no mediating effect between GIS and sustainable competitive advantages. This study not only integrates green management theory and strategic management theory but also makes up for the deficiencies in research on these theories and has important reference value for enterprises that seek to carry out green innovation activities.

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“…Thus, the focus of research on entrepreneurship shifted from the individual entrepreneur to the entrepreneurial activity of the company [19]. However, subsequent studies have highlighted the importance of the individual, focusing on the relationship of some characteristics of managers with EO and business performance [36,37]. Yang and Wang [38] analyzed age, gender, educational background, and functional experience as top management team characteristics.…”

Section: Manager's Function In Seomentioning

confidence: 99%

“…In this sense, the literature proposes some contingent models with internal and external variables to explore the relationships of EO with business performance [74], focusing on one variable and exploring the dependence of these on given factors; in this case, the variables that act as moderators, such as CEO industry tenure, CEO position tenure, or middle-manager charisma in terms of leadership [37]. Most of the models proposed are therefore moderate-effect models in which the EO-performance ratio varies as a function of a specific variable [75,76].…”

Section: Women's Role In Promoting Sustainable Entrepreneurshipmentioning

confidence: 99%

Women as Key Agents in Sustainable Entrepreneurship: A Gender Multigroup Analysis of the SEO-Performance Relationship

et al. 2020

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Literature points out that the effect of sustainable entrepreneurship on firm performance may be contingent on internal factors, such as top manager characteristics. This paper proposes that the gender of a firm’s chief executive officer (CEO) greatly influences the sustainable entrepreneurial orientation (SEO)-firm performance relationship. An empirical study was conducted on a stratified random sampling, collecting 210 questionnaires from top managers of firms in Valencia (Spain). A multigroup moderation analysis method was used. The results confirm that women tend to increase the positive effect of SEO in firm performance.

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Impacts of proactive orientation and entrepreneurial strategy on entrepreneurial performance: An empirical research

Cited by 60 publications

References 85 publications

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

An Empirical Study on Green Innovation Strategy and Sustainable Competitive Advantages: Path and Boundary

Women as Key Agents in Sustainable Entrepreneurship: A Gender Multigroup Analysis of the SEO-Performance Relationship

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