Operations management, entrepreneurship, and value creation: Emerging opportunities in a cross‐disciplinary context

Abstract

EditorialOperations management, entrepreneurship, and value creation: Emerging opportunities in a cross-disciplinary context a r t i c l e i n f o Keywords:Operations management Entrepreneurship Cross-disciplinary research a b s t r a c t Cross-disciplinary research at the intersection of operations management and entrepreneurship offers the potential to generate new knowledge leading to tangible value for the firm. Likewise, themes such as the reliance on firm-external partnerships, the strong technology and innovation orientation, and the nurturing of dynamic capabilities, just to name a few, are on the agenda of both 'camps.' However, research at the nexus between the two disciplines is scarce. Over and above synthesizing the insights presented in the papers comprising this special issue, it is our intent to motivate richer and deeper explorations into this promising field of research.

Customer integration and operational performance: The mediating role of information quality

“…While their results showed that antecedents to corporate entrepreneurship are not strong predictors of innovation performance, when operations controls attributes are taken into consideration, the effect of the antecedents to corporate entrepreneurship show a more significant influence on innovation performance. Thus, in accordance with the increasing interest of blended analysis across OM and entrepreneurship (Kickul et al, 2011) and calls for examining the contingency view of the traditional manufacturing capability-performance model (Sousa and Voss, 2008), we suggest EO as a possible contingency variable for the manufacturing capability-organizational performance link.…”

“…As noted earlier, there are a number of explicit connections and opportunities for the OM and entrepreneurship literature (Kickul et al, 2011;Joglekar and Levesque, 2013;Krishnan, 2013), and this should certainly be true at the intersection of OM and welldevelop entrepreneurship concepts such as EO (Lumpkin and Dess, 1996). It has been suggested that the development of operational capabilities can be positively affected by entrepreneurial behaviour (Giunipero et al, 2005;Kickul et al, 2011).…”

“…It has been suggested that the development of operational capabilities can be positively affected by entrepreneurial behaviour (Giunipero et al, 2005;Kickul et al, 2011). Entrepreneurial firms characterized by tolerance to risk, innovativeness and proactiveness are more willing to adapt their business, creating capabilities to meet rapidly changing needs (Giunipero et al, 2005).…”

“…In fact, so important is the role of EO that in contexts where EO is low, competitive advantage is not secured from employing flexibility and cost resources. This may be why there has been increasing interest in research into the intersection between entrepreneurship and OM (Handfield et al, 2009;Hsu et al, 2011;Kickul et al, 2011;Li et al, 2011); researchers have begun to perceive the criticality of EO.…”

Manufacturing capability and organizational performance: The role of entrepreneurial orientation

“…innovative posture, proactiveness, and risk-taking behaviour (Kreiser and Davis, 2012;Rauch et al, 2009). There are a number of explicit connection and opportunities for OM and EO (Kickul et al, 2011;Krishnan, 2013;Phan and Chambers, 2013). Entrepreneurial behaviour is acutely important in that it allows firms to leverage their manufacturing competencies and develop capabilities such as flexibility, agility, quality and efficiency (Handfield et al, 2009;Hsu et al, 2011).…”