The Measurement of Entrepreneurial Orientation

Covin, Jeffrey G.; Wales, William J.

doi:10.1111/j.1540-6520.2010.00432.x

Cited by 819 publications

(833 citation statements)

References 65 publications

Supporting

Mentioning

722

Contrasting

Unclassified

Order By: Relevance

“…To capture this firm-level entrepreneurial attitude, Miller (1983) and Covin and Slevin (1991) developed the entrepreneurial orientation (EO) construct, whereby firms with a high degree of EO are regarded as having a set of distinct but related attitudes that have the qualities of innovativeness, proactiveness, and risk taking (Covin and Wales 2012).…”

Section: Theoretical Background and Hypothesis Development Eo-firm Pementioning

confidence: 99%

“…A high family involvement may thus provide an incentive for parsimony (Carney 2005), which may reinforce the proclivity to avoid designing and implementing risky strategic initiatives to preserve the family wealth invested in the business (Berrone et al 2012;Gomez-Mejía et al 2007). This risk-averse disposition in boards with high family involvement may be detrimental to the EO-firm performance relationship, given that risk taking is required for developing entrepreneurial initiatives and for transforming them into tangible results (Covin and Wales 2012;Kollman and Stockman 2014).…”

Section: Family Involvement In the Board In The Eo-firm Performance Rmentioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

View full text Add to dashboard Cite

Entrepreneurial success in family SMEs is largely determined by the knowledge, skills, and new ideas contributed by board directors, the most important actors in the formulation of corporate strategy and decision making. The composition of family SME boards has traditionally been homogeneous, as such boards usually comprise male family members. Boards' contributions, however, depend on their level of diversity and strategic involvement. This study analyzes the moderating effects of two main sources of board diversity in family firms, family involvement level and gender diversity, as potential means of enhancing family firms' success when exploiting entrepreneurial initiatives. This study also explores whether these two potential moderators depend on the strategic involvement of the board directors. Based on a sample of 230 Spanish family firms, we found that the link between entrepreneurial orientation and performance is stronger in firms with lower levels of family involvement and higher levels of gender diversity in the board. Moreover, the board's high strategic involvement may strengthen the positive impact of gender diversity and change the moderating influence of family involvement from negative to positive.

show abstract

Section: Theoretical Background and Hypothesis Development Eo-firm Pementioning

confidence: 99%

Section: Family Involvement In the Board In The Eo-firm Performance Rmentioning

confidence: 99%

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

View full text Add to dashboard Cite

show abstract

“…As a first stream, the authors pointed to the entrepreneurial orientation (EO) approach, which is based on the idea that innovation is a dimension of strategy making (Wales 2015). Hence, EO is defined as a firm-level construct (Anderson and Covin 2014), which is observable through EO on the part of the entire organization and a collection of organizational behaviours (Covin and Wales 2012). The construct developed through a series of studies and identifies an entrepreneurial firm as "one that engages in product-market innovation, undertakes somewhat risky ventures, and is first to come up with 'proactive' innovations" (Miller 1983, p. 771).…”

Section: Conceptualizing Entrepreneurship Within Firmsmentioning

confidence: 99%

“…Depending on the varying theoretical approaches, related concepts such as entrepreneurial orientation (Anderson and Covin 2014;Covin and Wales 2012), corporate entrepreneurship (Dess et al 2003;Ireland et al 2009) and corporate venturing (Antoncic and Hisrich 2003) have emerged. Moreover, similar but nevertheless different concepts and synonyms have developed, leading to further confusion in the field of intrapreneurship (e.g.…”

Section: Introductionmentioning

confidence: 99%

An individual-level perspective on intrapreneurship: a review and ways forward

2018

View full text Add to dashboard Cite

Intrapreneurship as a sub-field of entrepreneurship has increased in importance. Due to the crucial role of entrepreneurial employees with regard to innovation and competitive advantage, research has increased and various concepts have emerged. Despite the growing interest in the field, intrapreneurship is still lacking a clear classification of the related concepts as research has thus far been based on diverse theoretical approaches. Indeed, contributions in the field are fragmented, using various definitions. There is no systematic review providing an overview of the field. By distinguishing between corporate entrepreneurship, entrepreneurial orientation and intrapreneurship, this paper clearly positions intrapreneurship as individual-level concept. Most prior research has been done at the organizational level, focusing on concepts such as corporate entrepreneurship, but research concentrating on individual intrapreneurial employees is rare. Therefore, this paper closes the gap by performing a systematic literature review and using a narrow focus to present the current state of research with regard to the individual-level perspective on intrapreneurship. The results of the review make it possible to identify five different research streams based on the analytical levels applied. The research streams examined used various lenses and cover business, technological and academic contexts. In a final step, the findings and possible research agendas are integrated in a model that serves as the basis for future research initiatives. Hence the paper offers the possibility of a clearer justification for future research and is a first step towards a holistic research model related to intrapreneurship.

show abstract

“…A high score was considered indicative of a high level of innovativeness, proactiveness, and risk taking. The firm's EO was then modeled as a second-order reflective construct (Covin and Wales 2012).…”

Section: Entrepreneurial Orientationmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

View full text Add to dashboard Cite

Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

show abstract

The Measurement of Entrepreneurial Orientation

Cited by 819 publications

References 65 publications

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

An individual-level perspective on intrapreneurship: a review and ways forward

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Contact Info

Product

Resources

About