The implications of international entrepreneurial orientation, politicization, and hostility upon SME international performance

Abstract

This article investigates the relationship between international entrepreneurial orientation (IEO) and international performance taking into account the moderating effects of politicization in internationalization decisions and international hostility.Using data from 208 Greek international SMEs, we found that IEO is positively related to international performance. We also found that neither politicization nor international hostility separately have any moderating effects on this relationship.However, the findings support the view that the combination of high levels of politicization and international hostility critically diminishes the effects of IEO on international performance. These findings enrich the international entrepreneurship field that has been relatively devoid of investigations examining decision-specific aspects of the firm.

The mediating role of total quality management between entrepreneurial orientation and SMEs export performance

“…Also, entrepreneurial orientation (EO) and its influence on firm export performance have received substantial attention in exports context (Chen et al, 2016). Because of the changes in the business environment due to dynamic nature of exports market, EO is gaining more importance due to significant effect on firm export performance and providing the sustainable competitive advantage (Thanos et al, 2016). EO can reform the production process, adopting innovation practices and new outlet for products, etc.…”

High performance work systems and corporate performance: the influence of entrepreneurial orientation and organizational learning

“…However, previous research has shown confusing conclusions in the relationship between entrepreneurial orientation and corporate performance. Although plenty of empirical results show that firms with a higher level of entrepreneurial orientation often perform better than their counterparts (Clercq et al 2010;Thanos et al 2016;Wiklund and Shepherd 2005;Zahra and Covin 2015), some researchers find no positive relationship. For example, Runyan et al (2008) point out the positive EO-performance relationship can be only confirmed in the growth stage rather than in later periods.…”

“…With stronger inclinations towards innovativeness, risk-taking and proactiveness, companies tend to continuously improve managerial methods, update manufacturing technologies, take risks to launch new products and become first movers to achieve advantageous market positions (Hunt and Arnett 2006;Lee et al 2001;Wiklund and Shepherd 2005). Therefore, companies with stronger entrepreneurial orientations are more likely to act ahead of their competitors and outperform counterparts (Clercq et al 2010;Thanos et al 2016).…”

“…Third, past research (Gutpa & Batra, 2016;Rauch et al 2009;Thanos, et al, 2016) has attached great importance to the EO-performance relationship and paid little attention to the mediation effect of entrepreneurial orientation between HPWS and corporate performance. This study has revealed that heavy investment in human capital can promote knowledge, innovation and cooperation of employees, therefore improving the level of organizational entrepreneurial orientation.…”

“…In the few existing empirical analyses, there are conflicting results. Despite positive results between entrepreneurial orientation and corporate performance (Gupta and Batra 2016;Rauch et al 2009;Thanos et al 2016), some empirical research has found no significant relationship or inverted U-shaped relation between them (Messersmith and Wales 2013;Tang et al 2008;Wales et al 2013). These confusing results require deeper and more holistic perspectives of the function of entrepreneurial orientation.…”