SME Management - What Can We Learn from Entrepreneurship Theory?

Freiling, Jörg

doi:10.2139/ssrn.984658

Cited by 16 publications

(19 citation statements)

References 28 publications

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“…Building on a few most recent publications of the conceptual kind (e.g. Freiling, 2008), we introduce a managerial framework that brings together the different aspects of the entrepreneurial functions. The construct of EO captures methods, practices, and decision-making styles managers tend to use to act entrepreneurially Dess and Lumpkin, 2005).…”

Section: Discussionmentioning

confidence: 99%

“…Most articles suggest that the execution of one particular function matters. According to Freiling (2008), we can characterize them as mono-functional approaches. Kirzner's (1973) arbitrage function is one example among others.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

“…We argue that multi-functional approaches should consist of entrepreneurial functions that are ideally mutually exclusive and collectively exhaustive and that are aligned within an overarching framework capturing all entrepreneurial challenges, a firm is confronted with. Freiling (2008; developed a system of four interrelated entrepreneurial functions. The idea of relating the execution of entrepreneurial functions to organizational development builds on Schneider (1987).…”

Section: Theoretical Foundationsmentioning

confidence: 99%

“…The idea of relating the execution of entrepreneurial functions to organizational development builds on Schneider (1987). Freiling (2008; distinguishes three aspects of organizational evolution: (1) the emergence and/or renewal of a system like a firm, (2) its protection from internal and external threats, and (3) the efficient and effective exploitation of the firm's potential. By extending the work of Barreto and Schneider, Freiling assigns four entrepreneurial functions to the three different aspects of organizational evolution.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

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Untitled

2014

JEMI

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Our study focuses on family farm firms as an important and yet under-researched type of family firms. We explore the entrepreneurial growth behavior in the context of family farm firms by focusing on the role of pluriactivity. By integrating the literature of family business strategies, EO, and growth intentions, this study of 1618 Finnish family farms seeks to understand the idea of pluriactivity as a strategic orientation of family farm firms leading towards the growth and renewal of their prevailing and future domains. Our study revealed that pluriactivity is associated with growthorientation and perceived strengths of the family farm firms. We identified four types of growth groups (Established, Growth-Driven, Experimenters, StandStills) and found differences in their pluriactive orientation. We suggest that pluriactivity as a strategic orientation affects the growth-intention of the family entrepreneurs and the business renewal processes of the family farm firms. Entrepreneurs need to have capabilities (knowledge, skills, experience) and willingness to change (motivation, attitude, volition) when using pluriactivity as a strategic orientation as they affect growth behavior (EO). Lastly, we discuss with our results and make some suggestions for future research avenues in family business strategy research.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Foundationsmentioning

confidence: 99%

Section: Theoretical Foundationsmentioning

confidence: 99%

Section: Theoretical Foundationsmentioning

confidence: 99%

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Untitled

2014

JEMI

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“…Moreover and by now not sufficiently elaborated, the process school of RBV stresses the need for entrepreneurial thinking and acting to structure the environment according to firm-specific goals. This comes along with crucial implications: If we conceptualize entrepreneurship according to Freiling (2008), then entrepreneurial action comprises the permanent renewal of the firm as a system, the exploitation of the given 'infrastructure' and the protection of the firm from negative consequences of uncertainty. Performing the innovation function allows for system renewal whereas system exploitation rests on the coordination function internally (e.g.…”

Section: The Resource-based View On the Path To The Environmentmentioning

confidence: 99%

RBV and the Road to the Control of External Organizations

Freiling¹

2008

mrev

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RBV and the Road to the Control of External Organizations ** Although primarily focusing on the internal resource endowment of the firm, RBV has the potential to address the firm's embeddedness in the business environment as well. At present, RBV research lacks a sound understanding of the development of competitive advantages in industries. A change regarding the unit of analysis, however, allows for considering causes and effects on the micro and the macro level as well. The paper stresses the entrepreneurial dimension of RBV and the firm's impact on the environment by comparing RBV and RDA reasoning. Using the explanatory power of the isolating mechanisms and applying system dynamic modelling, it turns out that RBV can move into the direction of a 'New IO'.

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