The effects of entrepreneurial orientation and marketing information on the performance of SMEs

Keh, Hean Tat; Nguyen, Thi Tuyet Mai; Ng, Hwei Ping

doi:10.1016/j.jbusvent.2006.05.003

Cited by 707 publications

(682 citation statements)

References 46 publications

(73 reference statements)

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“…EO is a managerial oriented attitude toward the strategy making processes which provides a basis for entrepreneurial decision and actions to organization (Lumpkin & Dess, 1996;Richard et al, 2004;Alegre & Chiva, 2013). Several studies have revealed a positive impact of entrepreneurial orientation on performance (Keh, Nguyen, & Ng, 2007;Tang et al, 2008;Rauch et al, 2009;Su, Xie, & Li, 2011;Tang & Tang, 2012;Alegre & Chiva, 2013;Hakala, 2013). Entrepreneurial orientation plays an important role in bringing organizational success and better performance (Huang, Wang, Chen, & Yien, 2011;Brettel & Rotenberger, 2013).…”

Section: Discussionmentioning

confidence: 99%

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Hussain¹,

Ismail²,

Akhtar³

2015

ASS

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Research examining the relationship between entrepreneurial orientation (EO) and business performance has recently received considerable attention in the marketing and entrepreneurship literature. Empirical studies on the determinants of firm performance have shown that the entrepreneurial orientation of a firm has significant positive influence on the firm performance. However, less attention has been paid to this relationship in the context of SMEs. This study therefore contributes to the existing literature by examining this relationship in SMEs context. The current study suggests that the owners/ managers of SMEs should adopt the EO mindset in order to attain sustainable competitive advantage and superior performance. The current study provides insights to researchers, practitioners, owners and managers on the importance of the dimensions of entrepreneurial orientation.

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Section: Discussionmentioning

confidence: 99%

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Hussain¹,

Ismail²,

Akhtar³

2015

ASS

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“…Integrated marketing communication can be perceived as a marketing planning process. However, IMC can trigger public relations' authors' doubts about marketing as the prevailing purpose of communication (Grunig et al, 2002) and public relations as a marketing support purposes (Debreceny and Cochrane, 2004;Hendrix, 2004;Keh et al, 2007). Whereas commercial marketers mostly emphasise the first principle when they mention IMC, social media marketers consider the efficiency of their interventions and usually use all three tenets for planning an advertising campaign, and they refer to this as the ISMC approach (integrated social marketing communications).…”

Section: Conceptual Framework Overviewmentioning

confidence: 99%

Integrating identity, strategy and communications for trust, loyalty and commitment

Melewar

Foroudi

Gupta³

et al. 2017

EJM

150

145

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Purpose This paper aims to operationalise and juxtapose variables related to identity, strategy and communications, and then examine the impact of such integration on organisational stakeholders’ trust, loyalty and commitment by using commitment/trust theory. Design/methodology/approach This research design utilises explanatory research at the preliminary stage, as informed by the literature and conceptual framework. The subsequent model was examined via a positivist survey carried out among stakeholders in high-end retail stores in London. Structural equation modelling (SEM) via AMOS was conducted to gain insight into the various relevant influences and relationships. Findings The results indicate that identity and strategy are key drivers of integrated corporate communication, and they serve to build stakeholder trust, loyalty and commitment. Originality/value The paper shows that while practitioners have indicated that integrated marketing communication is important for organisations, there are a few other areas of concern with regard to consequences related to trust, loyalty and commitment, especially in a retail context. This paper empirically examined relationships between these constructs by validating a conceptual model by using SEM.

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“…The choice of adopting both measures of firm performance arises because SMEs use both financial and non-financial measures to evaluate their performance [82]. Moreover, previous studies indicate that non-financial measures correlated with objective measures [88].…”

Section: Dependent Variablesmentioning

confidence: 99%

“…Future studies should verify these findings across sectors. Second, we used perceptual measures of financial performance due to lack of objective measures in SMEs, even though subjective/perceptual measures correlate with objective measures [88]. Future researchers should endeavour to use objective measures of firm performance.…”

Section: Limitationsmentioning

confidence: 99%

A Longitudinal Study of the Impact of Corporate Social Responsibility on Firm Performance in SMEs in Zambia

Choongo

2017

Sustainability

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Abstract:The aim of this study is to investigate the impact of corporate social responsibility on firm performance using a longitudinal design in small and medium-sized enterprises (SMEs). The reported study was conducted in a Sub-Saharan African developing country, Zambia. Data were collected from 153 entrepreneurs in two surveys and changes in CSR and firm performance measures were analysed over a 12-month period using SmartPLS structural equation modelling. The findings show that the relationship between CSR and financial performance is significant. Further, the association between CSR and the two measures of firm performance (corporate reputation and employee commitment) was only partially significant over time. We discuss the relevance of these results for entrepreneurs, researchers and policy makers in understanding the outcomes of sustainability practices in SMEs in developing countries, especially in Sub-Saharan Africa.

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The effects of entrepreneurial orientation and marketing information on the performance of SMEs

Cited by 707 publications

References 46 publications

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Linking Entrepreneurial Orientation with Organizational Performance of Small and Medium Sized Enterprises: A Conceptual Approach

Integrating identity, strategy and communications for trust, loyalty and commitment

A Longitudinal Study of the Impact of Corporate Social Responsibility on Firm Performance in SMEs in Zambia

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