Linking two dimensions of entrepreneurial orientation to firm performance

Lumpkin, G. T.; Dess, Gregory G.

doi:10.1016/s0883-9026(00)00048-3

Cited by 2,313 publications

(2,314 citation statements)

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“…Similar to the findings for Innovativeness and Proactiveness, literature largely agrees on the direct positive performance effect of having a propensity to act autonomously (Lumpkin and Dess 2001;Lumpkin et al 2009). The dimension Autonomy refers to acting independently and making key decisions without external influence.…”

Section: )supporting

confidence: 76%

“…More detailed, we follow findings from previous research in the field of small and medium-sized firms (SMEs) and family firms (e.g., Lumpkin and Dess 2001;Rigtering et al 2013;Bouncken et al 2015), highlighting the importance and mostly direct positive performance effect of having the will to be innovative and of being proactive relative to marketplace opportunities. Innovativeness refers to engaging in and supporting new ideas.…”

Section: The Eo-performance Relationshipmentioning

confidence: 57%

“…An aggressive attitude might result in long-term financial losses, due to the expected negative consequences from society and competition. Consequently and opposing to the generic entrepreneurship literature (Lumpkin and Dess 2001), we hypothesize for the family firm context:…”

Section: H1dmentioning

confidence: 63%

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Tweaking the entrepreneurial orientation–performance relationship in family firms: the effect of control mechanisms and family-related goals

2017

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Management literature is currently giving growing conceptual and empirical attention to the peculiarity and relevance of entrepreneurial attitudes in family firms, with divergent outcomes. Aiming at concretizing the effects of these attitudes, denoted by the entrepreneurial orientation construct, on family business performance and considering that family dynamics come into play in this relationship, we particularly investigate the impact of control mechanisms and familyrelated goals. Findings are based on a sample of 180 family firms and show that Proactiveness and Autonomy are particularly relevant to financial performance. Agency-problems avoiding control mechanisms moderate the effect of Innovativeness and Autonomy, while socioemotional wealth (SEW) goals moderate the effect of Risk-Taking, respectively. The usage of these mechanisms and managing SEW goals provide opportunities for a more efficient exploitation of entrepreneurial attitudes.

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Section: )supporting

confidence: 76%

Section: The Eo-performance Relationshipmentioning

confidence: 57%

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Tweaking the entrepreneurial orientation–performance relationship in family firms: the effect of control mechanisms and family-related goals

2017

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“…Dynamic and hostile business environments also tend to motivate firms to be more proactive and aggressive in search of better performance and the capture of sustainable competitive advantage (Lumpkin and Dess, 2001). Studies have argued that such dynamic environments are good and suitable for small and medium enterprises because of their entrepreneurial orientation and behaviour (Coven and Slevin, 1989;Miller and Firesen, 1983).…”

Section: Industry Dynamismmentioning

confidence: 99%

“…They argue that the impact these foresight practices tend to diminish in the medium to long run, because factors in the external environment interact with one another over time in an unpredictable ways . Some scholars have thus suggested a moderating effect of environment dynamism on firm performance (Lumpkin and Dess, 2001;Moreno and Casillas, 2008;Zahra and Garvis, 2000). We therefore argue that when the dynamism or hostility in the external environment is so intense, the direct impact of the scanning on firm performance would diminish.…”

Section: Environmental Scanning (Es)mentioning

confidence: 99%