The Organizational Pervasiveness of Entrepreneurial Orientation

Wales, William J.; Monsen, Erik; McKelvie, Alexander

doi:10.1111/j.1540-6520.2011.00451.x

Cited by 301 publications

(392 citation statements)

References 132 publications

Supporting

Mentioning

364

Contrasting

Unclassified

Order By: Relevance

“…Although there is limited consensus in defining an entrepreneurial team (Ben-Hafaïedh & Cooney, 2017), we need more information on how EO is created and developed through entrepreneurial processes (e.g., Cooper & Daily, 1997). It is evident that studies on entrepreneurial teams provide unique insights on how entrepreneurial teams create and develop shared engagement or commitment (Wales et al, 2011).…”

Section: Overview and Implicationsmentioning

confidence: 99%

“…It is natural to presume that there are interactions between the entrepreneur and team members within an entrepreneurial team (Wales et al, 2011). Thus, it would be interesting and advantageous to examine the composition of entrepreneurial teams as this can be a major source influencing the creation and development of EO (Covin & Slevin, 1991;Zahra, 1993).…”

Section: Previous Research On the Determinants Of Eomentioning

confidence: 99%

“…Although some studies provide good insights for scholars who studied entrepreneurial teams, in practice, EO is influenced by top talents in an entrepreneurial team. Although Covin and Slevin (1991) did not clearly discuss the role of the entrepreneurial team, other scholars in different contexts made us to examine the effects of entrepreneurial team in determining EO (e.g., Wales et al, 2011). Mueller and Gemünden (2009) examined how entrepreneurial processes, such as communication and coordination within the entrepreneurial team, influence customer and competitor orientation.…”

Section: What We Need To Know In Practicementioning

confidence: 99%

“…This may be because entrepreneurship is the process rather than the property of find market opportunities to realize aspirations by mobilizing scarce resources. Although some theoretical concerns have been applied to explain how EO can be created and developed (e.g., Wales et al, 2011), few empirical studies have examined the influence of the antecedents of EO in question, with the exception of Sciascia, Naldi, and Hunter (2006). Thus, research is needed to explore the factors that may influence the level of EO.…”

Section: Introductionmentioning

confidence: 99%

“…It is difficult to run startup ventures with limited resources, and hence, in many cases, business ventures are prone to rely on entrepreneurship. It can be inferred that the factors of an entrepreneurial team's characteristics may determine the pervasiveness of entrepreneurship at the firm level (Wales, Monsen, & McKelvie, 2011). …”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Yoon

2018

SAGE Open

View full text Add to dashboard Cite

This study explores the role of entrepreneurial teams' characteristics as determinants of entrepreneurial orientation (EO). Previous literature usually assumed the determinants of EO as given, and focused on the performance effects of EO. Although some theoretical concerns shed light on the role of entrepreneurial team influences on EO, a direct analysis of such positive association has so far been limited. This current study examines the positive influences of top talents and the possible influence of functional diversity of entrepreneurial teams on EO, as well as those of entrepreneur's human and social capital. The results of 1,228 Korean business venture samples showed that the level of EO is determined by the entrepreneurial team characteristics, such as human and social capital, and the existence of marketing top talents. However, supplementary subgroup analyses showed that these positive effects of an entrepreneurial team's characteristics on EO are significant for the sample of "founders stay," whereas the positive influence of an entrepreneurial team's diversity as well as the existence of marketing top talents are significant for the sample of "founders left." Based on these results, theoretical and practical implications are discussed.

show abstract

Section: Overview and Implicationsmentioning

confidence: 99%

Section: Previous Research On the Determinants Of Eomentioning

confidence: 99%

Section: What We Need To Know In Practicementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Yoon

2018

SAGE Open

View full text Add to dashboard Cite

show abstract

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

O’Brien

Scott

Andersson

et al. 2018

Global Strategy Journal

View full text Add to dashboard Cite

Research Summary: We use a microfoundations lens to challenge the assumption of a simple relationship between organizational‐level context (subsidiary entrepreneurial orientation) and entrepreneurial outcomes (initiative realization). Drawing on middle manager and subsidiary literature, we argue that the strategic activities of the subsidiary's central actor, the subsidiary CEO (referred to as the subsidiary manager), translates the benefits of subsidiary entrepreneurship for initiative realization. We test this mediating effect of subsidiary manager micro‐level activities on data from 186 individuals. The results of our multilevel mediation analysis show that micro‐activities of subsidiary managers mobilize subsidiary entrepreneurship for initiative realization, “downward” through facilitating subsidiary adaptability and “horizontally” through enabling embeddedness in the local environment. Our findings also challenge the accepted value of “upward” championing alternatives. Revealing the centrality of subsidiary manager activities for unlocking entrepreneurship demonstrates the value of adopting a microfoundations lens for understanding organizational phenomena. Managerial Summary: Multinational companies (MNCs) increasingly expect their subsidiary units to contribute through realizing initiatives, such as new product, service, or process designs. Such outcomes are encouraged through a supporting organizational context for entrepreneurship. But to understand how an entrepreneurial context translates into realized initiatives demands that we apply a microfoundations lens and consider the activities of the subsidiary's central actor, the subsidiary chief executive officer—referred to as the “subsidiary manager.” The subsidiary manager is responsible for mobilizing the subsidiary to develop relationships to access the knowledge, ideas, and opportunities implicit in the initiative process. Revealing the impact of these micro‐activities advances our understanding of how to liberate the benefits of entrepreneurship for realizing initiatives. This study offers key insights for both subsidiary managers and headquarters.

show abstract

Family firm performance: The influence of entrepreneurial orientation and absorptive capacity

Perlines

Moreno‐Garcia

Yáñez-Araque

2017

Psychology and Marketing

View full text Add to dashboard Cite

This article investigates the influence of entrepreneurial orientation and absorptive capacity on family firm performance. Partial least squares structural equation modeling (PLS‐SEM) was used to analyze empirical data for 218 Spanish family firms. Absorptive capacity positively mediated the relationship between entrepreneurial orientation and family firm performance. This total mediation effect suppressed the direct effect of entrepreneurial orientation on family firm performance. A major implication of this finding is that for family firms to improve their performance through entrepreneurial orientation, absorptive capacity must act as a mediator.

show abstract

The Organizational Pervasiveness of Entrepreneurial Orientation

Cited by 301 publications

References 132 publications

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

Family firm performance: The influence of entrepreneurial orientation and absorptive capacity

Contact Info

Product

Resources

About