Strategic Process Effects on the Entrepreneurial Orientation–Sales Growth Rate Relationship

Covin, Jeffrey G.; Green, Kimberly M.; Slevin, Dennis P.

doi:10.1111/j.1540-6520.2006.00110.x

Cited by 921 publications

(885 citation statements)

References 76 publications

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“…For the first phase of the study, EO was measured along the sub-dimensions of innovation, proactiveness, and risk taking (Covin, Slevin 1989;Covin et al 2006;Lumpkin, Dess 2001;Khandwalla 1977;Kreiser et al 2002;Miller, Friesen 1983). Based on the nine items constituting EO's three dimensions, the internal consistency of the sampling instrument, was assessed.…”

Section: Methodsmentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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Abstract. Recent years have seen considerable work at the interface between business, management, entrepreneurship and strategy and as a result, new research domains have appeared including corporate entrepreneurship and entrepreneurial strategy. The purpose of this article is to understand the effect that corporate entrepreneurship strategy has on firms to revitalize, reconfigure resources and transform into firms that are ready to compete in the global economy. Empirical tests are conducted to determine to what extent elements of pro-entrepreneurship architecture are able to predict development capability, strategic repositioning, and growth based outcomes. A first-phase survey is conducted to verify the presence and strength of entrepreneurial orientation while the second phase of the study identifies elements of organizational architecture able to predict firm outcomes. The main contribution of this article is that firms resourcing and rewarding policies, as well as cultural and structural orientations, derived from a corporate entrepreneurship strategy, play a significant role in realizing desired outcomes. The study has important implications for emerging economies where growth is often the primary goal of organizations, and where corporate entrepreneurship can be critical for firm profitability and survival.

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Section: Methodsmentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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“…They have arrived to the conclusion that the most adequate way to measure it is through three factors -proactivity, risk taking and innovation-because through them it is possible to measure this phenomenon (Kreiser et al, 2002;Covin et al, 2006;George, 2011;Covin & Wales, 2012). Therefore, considering the information presented previously, at this moment it is possible to formulate the following hypotheses:…”

Section: Literature Reviewmentioning

confidence: 99%

“…Moreover, several researchers, scholars and professionals of business and management sciences, and entrepreneurism have different opinions about the conceptualization of latent constructs and if they have to be measured directly or indirectly (Lumpkin & Dess, 1996;Covin, Green, & Slevin, 2006). However, investigations like the one presented by George (2011) establish that many researchers and scholars from the area of entrepreneurial orientation have already determined a measurement model that can be used, implicitly or explicitly, which is the reason why they use an indirect measurement scale rather than a direct one.…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial Orientation Level in Mexican SMEs

Maldonado-Guzmán¹,

López-Torres²,

Castro³

2016

JMS

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In the current literature, there is an important debate about the nature and way of measuring the entrepreneurial orientation level in companies. Some researchers regard this as a one-dimension construct, whereas others view this as a multi-dimensional construct that can vary in an independent manner. Similarly, others consider that the right scale to measure entrepreneurial orientation is through three dimensions instead of five as some propose. Therefore, the objective of this investigation is to analyze the level of entrepreneurial orientation of small and medium-size enterprises (SMEs) by using three dimensions: proactivity, risk taking and innovation in a sample of 318 companies in Aguascalientes region, Mexico. The results obtained show that proactivity, risk taking and innovation have significant positive effects on business orientation of small and medium-size enterprises.

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“…Learning orientation is a crucial perspective of organizational strategies and can optimize the outcome of the EO on the firm's performance (Covin et al, 2006).…”

Section: Organizational Learningmentioning

confidence: 99%

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

Karyotakis¹,

Moustakis²

2016

Eur J Appl Econ

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Abstract:The present paper outlines the critical role and influence of organizational culture and job satisfaction on the relationship between organizational factors and entrepreneurial orientation (EO) in the public sector through generating the theoretical framework. Upon examining these terms, a model that reflects their mutual relationships has been suggested. The amalgam of internal work environment, work discretion and rewards/ recognition in combination with the appropriate degree of organizational boundaries, such as formalization, centralization, technology routines and connectedness, are crucial for fostering organizational culture and job satisfaction that lead to EO through innovativeness, proactiveness and risk taking.

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Strategic Process Effects on the Entrepreneurial Orientation–Sales Growth Rate Relationship

Cited by 921 publications

References 76 publications

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Entrepreneurial Orientation Level in Mexican SMEs

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

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