2013
DOI: 10.1504/ijesb.2013.055690
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Market orientation and entrepreneurship in Chinese family business: a socialisation view

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Cited by 31 publications
(26 citation statements)
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“…Since they created, changed and destructed constructively the street food market, they are Schumpeterian entrepreneurs as well. As proposes Shi and Dana (2013), our results indicate that market orientation is somehow related to entrepreneurship and innovation, but these family firms were less radical in their entrepreneurial processes and innovations.…”
supporting
confidence: 58%
See 1 more Smart Citation
“…Since they created, changed and destructed constructively the street food market, they are Schumpeterian entrepreneurs as well. As proposes Shi and Dana (2013), our results indicate that market orientation is somehow related to entrepreneurship and innovation, but these family firms were less radical in their entrepreneurial processes and innovations.…”
supporting
confidence: 58%
“…There is a possible climb at the "Entrepreneur Leader", however, Shi and Dana (2013) proposes that market orientation has been assumed conducive to entrepreneurship and innovation. The hypothesis proposed here is that as the market becomes more mature, and its knowledge diffusion spreads, new venturing entrepreneurs become less "Schumpeterian entrepreneurs" and more "Neoclassical entrepreneurs".…”
Section: Relation Between Motivation Knowledge Diffusion and Entreprmentioning
confidence: 99%
“…Marketing capabilities provide superior market-sensing, customer-linking, and channel-bonding capabilities and, consequently, are crucial to success in international markets (Zhang, Tansuhaj, & McCullough, 2009). Shi and Dana (2013) found that the socialization patterns of second-generation, small to medium Chinese family businesses' owner-managers have a significant effect on the entrepreneurship processes in the business, which reflects the relationship between market orientation and entrepreneurship. Kimosop et al (2016) found that marketing capabilities have a significant and positive effect on the performance of firms managed by women entrepreneurs in the emerging economy of Kenya.…”
Section: Marketing Capabilities and Firm Performancementioning
confidence: 95%
“…dynamism, creativity, innovativeness, relentless, persistence, expansiveness, perceiving opportunities and ability to use them for self-realization and creation of economic and social value for all stakeholders within and outside the enterprise, ability to control and willingness to take risks [9], [10].…”
Section: A Family Business and Entrepreneurshipmentioning
confidence: 99%