Relationship between CEO's personality and company's entrepreneurial orientation: the case of SMEs

Verdú‐Jover, Antonio J.; Estrada-Cruz, Marina; Gómez-Gras, José María

doi:10.1017/jmo.2020.33

Cited by 1 publication

(2 citation statements)

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“…For example, while many family SMEs become attached to the past and outdated processes, those that make learning an integral part of the firm appear to escape the “power of the past” and embrace entrepreneurship (Querbach et al, 2022; Stanley et al, 2019). Surprisingly, however, few studies have considered why some leaders of family and nonfamily SMEs are more effective in directing learning toward entrepreneurship than others (Querbach et al, 2022; Verdú‐Jover et al, 2023) and whether the gender of an SME's leader is a significant factor in channeling firm learning toward entrepreneurship.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Family SMEs exhibiting a strong EO are forward looking and able to sustain a competitive advantage and grow as they pass from one generation to the next (Casillas et al, 2011; Cruz & Nordqvist, 2012). Accordingly, an important behavior for leaders of both family and nonfamily SMEs to develop and manage is their firm's EO (e.g., Altinay et al, 2016; Cruz & Nordqvist, 2012; Verdú‐Jover et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms?

Hernández‐Linares,

López‐Fernández,

Eddleston

et al. 2023

Strategic Entrepreneurship

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Research SummaryWe integrate social learning theory with gender role congruity theory to propose that family firms gain more from female leadership than nonfamily firms due to the congruence of female communal values with those of a family business. Results of our empirical study, based on a sample of 322 Spanish small‐ and medium‐sized enterprises (SMEs), show that while all three dimensions of learning orientation (commitment to learning, shared vision, and open‐mindedness) are positively related to an entrepreneurial orientation, significant differences exist based on the CEO's gender and whether the SME is a family or nonfamily firm. Strongest differences were found between female‐led family and nonfamily SMEs whereby the entrepreneurial orientation of female‐led family SMEs benefited significantly more from their firm's commitment to learning and open‐mindedness.Managerial SummaryTo cultivate entrepreneurship, a small‐ and medium‐sized enterprise (SME) leader must create an organization that fosters learning. Yet, surprisingly, we know little about male and female leaders' ability to translate their SME's learning into entrepreneurship. Our study reveals that in comparison to nonfamily firms, family firms offer an environment that is more conducive to supporting women leaders, which allows their female leaders to direct their SME's learning more effectively toward entrepreneurship. However, while female‐led family SMEs were as effective as male‐led family‐ and nonfamily‐led SMEs in directing learning toward entrepreneurship, female‐led nonfamily SMEs struggled. Our study therefore suggests that while women have an advantage leading family SMEs, gender biases hamper female leaders' ability to transform learning into greater entrepreneurial orientation in nonfamily SMEs.

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