Modelling the relationship between entrepreneurial orientation, organizational integration, and programme performance in local sustainability

Swann, William L.

doi:10.1080/14719037.2016.1199729

Cited by 35 publications

(21 citation statements)

References 83 publications

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“…Municipal administrations are a good setting to compare the relations between the above‐mentioned organizational elements and perceived EE performance. Firstly, they traditionally operate in standardized contexts with rigid rules and a strict hierarchy (Swan, ). Secondly, they are under constant pressure to become more market‐ and performance‐oriented organizations (Swan, ), and they put managerial practices in place to deal with the typical concerns of the private sector and, in particular, budget constraints (Carmeli and Tishler, ).…”

Section: Methodsmentioning

confidence: 99%

“…Firstly, they traditionally operate in standardized contexts with rigid rules and a strict hierarchy (Swan, ). Secondly, they are under constant pressure to become more market‐ and performance‐oriented organizations (Swan, ), and they put managerial practices in place to deal with the typical concerns of the private sector and, in particular, budget constraints (Carmeli and Tishler, ). Finally, they play a multifunctional role as regulators and as boosters for the market suppliers of energy‐efficient products and services (Annunziata et al, ; Testa et al, ).…”

Section: Methodsmentioning

confidence: 99%

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The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

2017

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For energy managers, finding personal meaning in the activities they are engaged in and gaining\ud an identity in connection between energy efficiency and organizational goals is a necessary\ud condition to mobilize passion and commitment, which in turn are fundamental to achieve\ud organizational goals under tight budget constraints. Despite this, little is known about how\ud municipalities, which are typical budget-constrained organizations, can enhance the empowerment\ud of employees with roles as energy managers. This paper draws from the literature on\ud the person–organization fit in order to adapt and test the hypothesis that multiple dimensions\ud of organizational culture are strong predictors of perceived managerial and technical energy performance.\ud Data from 729 questionnaire responses from energy managers of Italian municipalities\ud show that formalization, team orientation, innovation, centralization and reward systems are the\ud key elements that enable energy managers to act as business partners instead of task managers.\ud Causal relations are discussed and presented along with theoretical and policy implications that\ud can provide inspiration also to private organizations. Copyright © 2017 John Wiley & Sons, Ltd\ud and ERP Environmen

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

2017

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“…According to the previous literature, Strategic Orientation has two dimensions namely Learning Orientation and Entrepreneurial Orientation (Calantone, Cavusgil, & Zhao, 2002, Kirca, Jayachandran, & Bearden, 2005, and Swann, 2016. Learning Orientation is an establishment routinely that could produce knowledge to utilize market opportunity (Sinkula, 1994 andSlater &Narver, 1995) to proactively measure to what extent an establishment member's belief as it provides benefits in achieving maximum performance (Baker & Sinkula, 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

Learning Orientation, Entrepreneurial Orientation, Innovation and Their Impacts on New Hotel Performance: Evidence From Surabaya

Oktavio

Kaihatu

Kartika

2019

JAM

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Based on investor perspective, Surabaya city is still recognized as a promising investation land especially in the tourism industry. As can be seen based on recent last three years, whereas a lot of new hotel establishment is introduced. The presence of these new hotel establishments could be the indicator of tourism and economic growth in Surabaya city. However, growth may also lead to tighter competition. Therefore, to competitively compete during its early years, new hotel establishment should have a strategic orientation within its business operations with additional innovation breakthrough to create value or a competitive advantage. New hotel establishment also should maintain its good performance. This research is conducted to observe the implementation of Strategic Orientation, especially related with Learning Orientation and Entrepreneurial Orientation which is conducted by the establishment to achieve a better performance, which is also supported by the predesigned innovative programs. The empirical result based on 49 new hotel establishment in Surabaya city as the research sample, indicated indirect relationship between Learning Orientation and Entrepreneurial Orientation to performance with innovation as the mediator. It is suggested to add Market Orientation as the intervening variables for the future research especially regarding the role of Strategic Orientation and Innovation in new hotel establishments due to their infancy stage.

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“…In addition, as public organizations are typically funded by tax payers' funds, it may not be logical to risk or "waste" the budget to a product or service that may fail. Moreover, funding constraints, organizational structure as public bureaucracy are typically hierarchical, risk-aversive, complex, subject to a red tape due to accountability and scrutiny mechanisms, and has less market exposure, so there are claims that entrepreneurial activity in public organizations and among the public sector employees are low compared to the private sector (Bozeman and Kingsley 1998;Morris and Jones 1999;Özcan and Reichstein 2009;Swann 2017). Therefore, it is important to differentiate PSE from private entrepreneurship because "there are significant differences in organizational realities, suggesting that the goals, objectives, constraints, approaches, and outcomes associated with successful entrepreneurs are unique in public sector organizations" (Kearney et al 2009, p. 28).…”

Section: Introductionmentioning

confidence: 99%

Public Sector Entrepreneurship

Demircioğlu

Chowdhury

Vivona

2020

Global Encyclopedia of Public Administration, Public Policy, and Governance

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Creation or extraction of public value; the activity of managing a public organization with taking initiatives or risks to improve or solve government or public problems; seeking an opportunity and extra-role behavior to serve society and government; running or managing an organization with an initiative and risk-taking; recognizing and exploiting the opportunity to provide services to publics; combining organizational capability and resources to exploit an opportunity to provide new or improved services to citizens.

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Modelling the relationship between entrepreneurial orientation, organizational integration, and programme performance in local sustainability

Cited by 35 publications

References 83 publications

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

Learning Orientation, Entrepreneurial Orientation, Innovation and Their Impacts on New Hotel Performance: Evidence From Surabaya

Public Sector Entrepreneurship

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