Organizational Unit Acap: Social Context and Performance Outcomes.

Κωστόπουλος, Κωνσταντίνος; Brachos, Dimitrios A.; Papalexandris, Alexandros; Philippidou, Sofia; Prastacos, Gregory P.

doi:10.5465/ambpp.2007.26524137

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“…Dyer and Singh (1998), extending on the issue of motivation, proposed that a firm's capability to identify, assimilate, and apply inter-organizational learning opportunities is dependent on the 'social interactions' and collaboration processes that the members of the firms develop over time. Kostopoulus et al (2007) and Vega-Jurado, Gutierrez-Gracia, and Ferdandez-deLucio (2008) also endorsed this view. This would imply the importance of internal communication, which has been termed COMint in this research.…”

Section: Absorptive Capacity Of Micro-enterprisesmentioning

confidence: 60%

Identifying ‘anchor’ micro-enterprises – an empirical study

Lahiri

2014

Journal of Small Business & Entrepreneurship

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This paper explicitly integrates entrepreneurial orientation and absorptive capacity constructs to understand their combined impact on the performance of micro enterprises with the aim to identify 'anchor' firms. Anchor firms are those firms that have the maximum potential to create 'high value' in their operations and serve as examples to other companies in the area to emulate. Using principal component and ordinal regression analysis, 79.3% (Nagelkerke R 2 ) of the variance in the performance can be explained and the model meets the necessary tests of proportional odds. The results show that categorization based on the predicted values is able to identify successfully 72.73% of the potential anchor firms while 94.44% and 88.24% of the low performers and medium performers, respectively, were also correctly identified. More importantly, none of these low or medium performers is misclassified as anchor firms.Le pr esent article int egre de mani ere explicite les concepts d'Orientation entrepreneuriale et de Capacit e d'absorption afin de comprendre leur impact combin e sur les performances des microentreprises dans le but d'identifier les entreprises « phares ». Les entreprises phares sont les entreprises qui poss edent le maximum de potentiel pour cr eer une « forte valeur » dans le cadre de leurs activit es d'exploitation et servir d'exemples aux autres entreprises. En utilisant une analyse en composantes principales et de r egression ordinale, 79,3% (Nagelkerke R 2 ) des ecarts de performance peuventêtre expliqu es et le mod ele satisfait aux tests n ecessaires de probabilit e proportionnelle. Les r esultats montrent que la cat egorisation bas ee sur les valeurs pr edites est capable d'identifier avec succ es 72,73% des entreprises phares potentielles, tandis que respectivement 94,44% et 88,24% des entreprises peu ou moyennement performantes ont egalement et e correctement identifi ees. Plus important encore, aucune de ces entreprises peu ou moyennement performantes n'a et e class ee de façon erron ee dans les entreprises phares.

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Section: Absorptive Capacity Of Micro-enterprisesmentioning

confidence: 60%

Identifying ‘anchor’ micro-enterprises – an empirical study

Lahiri

2014

Journal of Small Business & Entrepreneurship

View full text Add to dashboard Cite

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Organizational Unit Acap: Social Context and Performance Outcomes.

Cited by 1 publication

References 0 publications

Identifying ‘anchor’ micro-enterprises – an empirical study

Identifying ‘anchor’ micro-enterprises – an empirical study

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