The effect of international intrapreneurship on firm export performance with driving force of organizational factors

Abstract

Purpose This study aims to reveal the effect of the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour on small and medium enterprises (SMEs)’s export performance with the direct and indirect effects of transformational leadership, international entrepreneurial orientation and internal corporate social responsibility (CSR) practices. Design/methodology/approach The study sample consists of 461 employees at 168 Vietnamese import and export SMEs in the Ho Chi Minh City of Vietnam. The data is analysed by structural equation modelling. Findings The paper reveals that the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour significantly contribute to SMEs’ export performance. Transformational leadership, internal CSR practice and international entrepreneurial orientation positively and significantly direct influence the two international intrapreneurship activities. The effects of transformational leadership on international intrapreneurial behaviours are partially mediated by firm internal CSR practices and international entrepreneurial orientation. Research limitations/implications Firms would have to form the architecture and mechanisms to apply internal CSR and international entrepreneurship orientation for supporting the dedication of international intrapreneurship with a transformational leadership base. Originality/value The study contributes to the body of knowledge on international business by integrating resource-based view theory and dynamic capabilities theory in a way that benefits entrepreneurship and SMEs’ export performance.

Intrapreneurship Dalam Paradigma Engineer : Systematic Literature Review

“…Penelitian-penelitian sebelumnya mengelaborasi beberapa aspek intrapreneurship: (1) pengaruh intrapreneurship terhadap kinerja perusahaan [17]- [19], (2) fenomena organisasi pembelajaran intrapreneurship [16], [20], (3) sifat kepribadian engineer dan non-engineer sebagai intrapreneur [21]- [23], (4) kompetensi intrapreneurship dan pengembangan skala pengukuran [24]- [26], (5) hubungan intrapreneurship dengan employee engagement [27], [28], (6) perluasan pengetahuan teoritis tentang intrapreneurship [16], [24], dan (7) studi global tentang intrapreneurship [10], [29]. Beberapa peneliti telah memfokuskan perhatian pada pengembangan kerangka kerja untuk menguji dimensi intrapreneurship dan hubungannya dengan kinerja perusahaan [18]. Karena perusahaan teknik dan engineer, studi jarang dilakukan karena hanya sedikit peneliti yang menyelidiki konsep intrapreneurial dan ciri kepribadian engineer [2], [30], [31].…”

Fostering strategic entrepreneurship of SMEs: the role of organisational change forces

“…Strategic entrepreneurship (SE) is a unique and distinct philosophy that enables small-and middle-enterprises (SMEs) to create competitiveness and performance (Anderson et al, 2019;Giang and Dung, 2021b;Hitt et al, 2011;Kantur, 2016;Ziyae and Sadeghi, 2021). SE is a critical strategic resource that substantially impacts a business's direction and competitive philosophy, which underlines the critical role of both advantage-seeking and opportunity-seeking conduct in a firm's wealth development (Dung and Giang, 2022;Hitt et al, 2011;Urbano et al, 2013). Despite its increasing popularity among academics and practice, more needs to be understood about why and how specific organisations succeed in SE while others underperform (Thomas et al, 2021).…”

Internationalisation, knowledge intensity, adaptive culture and absorptive capacity: a strategic entrepreneurship enabling logic for export firms

“…Internationalisation can be strategically employed to develop a competitive advantage for small- and medium-sized enterprises (SMEs), including their business strategies (Morais and Ferreira, 2020). Today, the international business of SMEs is more dependent on the pursuit of new business opportunities, the ability to innovate, continual self-renewal and the adoption of a proactive position in the market (Dung and Giang, 2022; Klammer et al ., 2017; Zucchella, 2021). Strategic entrepreneurship (SE) consists of advantage-seeking and opportunity-seeking behaviours, which ventures can build for a competitive advantage to generate lasting wealth (Antoncic and Hisrich, 2003; Asiaei et al ., 2020; Autio, 2005; Hitt et al ., 2011; Hughes et al ., 2021; Ireland et al ., 2003; Kyrgidou and Hughes, 2010; Mazzei, 2018; Paek and Lee, 2018).…”