The Effect of Entrepreneurship Orientation on Firm Performance: A Multiple Mediation Model

Jeong, Young-min; Ali, Murad; Zacca, Robert; Park, Kichan

doi:10.1080/10669868.2018.1536013

Cited by 32 publications

(42 citation statements)

References 109 publications

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“…Using the moderated mediation model allows us to seek empirically based answers for these relationships and many other questions. Second, our finding of a positive, direct, and significant association between IEO and individual outcomes is consistent with those of previous studies (Bolton & Lane, 2012;Estrin et al, 2013;Jeong et al, 2019;Kollmann et al, 2007;T. Li, 2020;Musara & Nieuwenhuizen, 2020 (Covin et al, 2006;Engelen et al, 2014;Sciascia et al, 2014;J.…”

Section: Theoretical Contributions2014supporting

confidence: 92%

Individual entrepreneurial orientation, value congruence, and individual outcomes: Does the institutional entrepreneurial environment matter?

et al. 2021

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Although entrepreneurial orientation (EO) at the firm-level is often conceptualized as a direct antecedent of performance, the findings of previous studies lending support to this association are inconsistent. Consequently, drawing on the attraction/ selection/attrition and institutional theories and employing the moderated mediation analysis approach, this study conceptualizes the individual perception of a firm's EO or individual entrepreneurial orientation (IEO). It examines the direct and indirect effects of IEO on individual outcomes measured in terms of performance expectation, job involvement, and organizational commitment. More specifically, it examines whether these effects are mediated by value congruence and moderated by the institutional entrepreneurial environment to understand these inconsistent findings better. Using a sample of 398 environmentally concerned small and medium-sized enterprises (SMEs) in South Korea, partial least squares structural equation modeling (PLS-SEM), and the PROCESS macro were employed to analyzed the research model. This study finds that value congruence mediates the association between IEO and performance expectation, job involvement, and organizational commitment. The moderated mediation model analysis also suggests that the mediating role of value congruence increases as the level of the institutional entrepreneurial environment increases. These findings offer useful theoretical and managerial implications of the IEO on individual outcomes.

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Section: Theoretical Contributions2014supporting

confidence: 92%

Individual entrepreneurial orientation, value congruence, and individual outcomes: Does the institutional entrepreneurial environment matter?

et al. 2021

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“…O ambiente no qual as firmas estão inseridas é dinâmico e competitivo, o que denota a pertinência da adoção de estratégias empreendedoras para sua permanência no mercado (Linton & Kask, 2017;Pekkola, Saunila, & Rantanen, 2016 de decisões gerenciais e no desempenho organizacional (Rua & Rodrigues, 2018;Wales, Covin, & Monsen, 2020;Jeong, Ali, Zacca, & Park, 2019).…”

Section: Orientação Empreendedora (Oe)unclassified

Interface between entrepreneurial orientation, strategic planning and budget: Configurations for high performance

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Horz

Barbosa

et al. 2021

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Study objective: To analyze and identify the configurations capable of promoting high organizational performance, based on the relationship between innovativeness, risk-taking, proactiveness and strategic planning and budget. Methodology/approach: Data collected by survey with companies linked to the Chamber of Commerce, belonging to one of the municipalities with the highest development rates in Brazil; and analyzed using the fuzzy-set Qualitative Comparative Analysis (fsQCA) technique. Main Results: The findings indicate that innovativeness is necessary and proactiveness is almost always necessary to promote high organizational performance. For this, three solutions (S) are sufficient: the presence of innovativeness and proactiveness (S1); the presence of innovativeness, risk-taking and strategic planning and budget (S2); and the absence of risk-taking, as well as strategic planning and budget (S3). Theoretical and Methodological Contributions: Theoretically, the findings add the budgetary perspective to the discussion on strategic planning, entrepreneurial orientation (EO) and performance. Relevance/originality: The study is relevant, as it permits the identification of the strategic planning and budget interface in detriment to EO elements, which is in accordance with the causal conditions that promote high performance. Social/management contributions: This study brings new meanings to the pertinence of the interface between entrepreneurial elements and the strategic planning and budget, highlighting possible configurations for organizations to reach a high performance level.

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“…Some studies have found a direct relationship between EO and performance (Alarape, 2013; Kraus, Rigtering, Hughes, & Hosman, 2012; Lomberg, Urbig, Stöckmann, Marino, & Dickson, 2017) while others have claimed an indirect relationship (Jiang, Liu, Fey, & Jiang, 2018; Karami & Tang, 2019; Kohtamäki, Heimonen, & Parida, 2019). Considering the recent theories and arguments, many researchers believe that EO does not directly contribute to firm performance, but it first creates and crosses market orientation (Amin, Thurasamy, Aldakhil, & Kaswuri, 2016), networking ability (Karami & Tang, 2019), organization culture (Jeong, Ali, Zacca, & Park, 2019), and so forth. In addition to the indirect relationship, studies have also suggested that several moderators such as government financial incentives (Khattak & Shah, 2020a) and observation capacity (Kohtamäki, Heimonen, & Parida, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…The theory has received significant attention from the literature in both emerging and developed economies (Jiang, Liu, Fey, & Jiang, 2018; Khan, Yang, & Waheed, 2019; Ying, Hassan, & Ahmad, 2019). Also, recent studies have broadened the scope of the RBV theory to CSR (Khan, Yang, & Waheed, 2019), big data capabilities (Anwar, Khan, & Shah, 2018), EO (Jeong, Ali, Zacca, & Park, 2019), and environmental issues (Khan, Anwar, Li, & Khattak, 2021). Despite considerable debate on the theory, there is a lack of discussion on the dimensions of EO, tangible and intangible resources, and NVG in the context of the RBV theory.…”

Section: Introductionmentioning

confidence: 99%

The role of entrepreneurial orientation in tangible and intangible resource acquisition and new venture growth

Khattak

Ullah

2021

Manage Decis Econ

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This study scrutinizes the mediating role of tangible–intangible resources between entrepreneurial orientation and new venture growth. We analyzed the data of 308 Pakistani manufacturing‐SMEs through the AMOS. The results displayed that risk‐taking and innovation significantly while proactive do not influence new venture growth. Risk‐taking, innovativeness, and proactiveness significantly influence tangible–intangible resources. Tangible–intangible resource acquisition does not mediate between risk‐taking and new venture growth; however, it partially mediates between innovativeness and new venture growth and fully mediates between proactiveness and new venture growth. This research recommends owners/managers of new ventures to emphasize entrepreneurial activities to access external resources for survival.

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The Effect of Entrepreneurship Orientation on Firm Performance: A Multiple Mediation Model

Cited by 32 publications

References 109 publications

Individual entrepreneurial orientation, value congruence, and individual outcomes: Does the institutional entrepreneurial environment matter?

Individual entrepreneurial orientation, value congruence, and individual outcomes: Does the institutional entrepreneurial environment matter?

Interface between entrepreneurial orientation, strategic planning and budget: Configurations for high performance

The role of entrepreneurial orientation in tangible and intangible resource acquisition and new venture growth

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