The relationship between entrepreneurial orientation and firm performance: Influence of family governance

Lee, Tingko; Chu, Weidong

doi:10.1016/j.jfbs.2017.09.002

Cited by 62 publications

(62 citation statements)

References 45 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Among the 54 works that explicitly define family firms, a first group of 12 articles defines the family firm based on only one criterion, namely, "self-perception" (five articles), "ownership" (six), and "management" (one), while a second group embraces 42 investigations using more than one definitional criterion, with "ownership" being used in all cases except in Zachary et al (2017) (see Table 3). Within this last group, Lee and Chu (2017) employ two alternative methods of identifying family firms. Furthermore, the dimensions and measures of EO used by the works reviewed reflect the almost complete dominance of the Miller gestalt approach (1983) and, to a lesser extent, the Lumpkin and Dess (1996) five-dimension approach (Table 3), which is similar to what occurs in the general literature (Rauch et al, 2009).…”

Section: Conceptualization and Measurement Of Family Firm And Eomentioning

confidence: 99%

“…Thus, some scholars find that the EO-performance link does not differ between these two types of firms (Campbell & Park, 2016) or differs only for lone founder firms (Miller & Le Breton-Miller, 2011). Others contend that EO only influences non-family business performance (Madison, Runyan, & Swinney, 2014) or, conversely, that EO only influences family business performance (Lee & Chu, 2017). On the other hand, when EO is deconstructed into its dimensions, the effect of risk-taking, the most researched dimension, on family firm performance is negative (Naldi et al, 2007) or not significant (e.g., Stenholm, Pukkinen, & Heinonen, 2016).…”

Section: Consideration Of the Eo Construct Within The Research Modelsmentioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Hernández-Linares

Fernández

2018

Family Business Review

115

120

View full text Add to dashboard Cite

Despite several calls for the further study of entrepreneurial orientation in family firms, we still have a fragmented understanding of this topic, whose full potential has yet to be reached. To shed new light on this issue, this paper first maps the family business field by carrying out a systematic review and content analysis of the 78 articles identified at the confluence of entrepreneurial orientation and family firms. Our study describes and critically assesses previous research as well as the conclusions reached. Second, this paper identifies the main research gaps and provides a path for future investigations.

show abstract

Section: Conceptualization and Measurement Of Family Firm And Eomentioning

confidence: 99%

Section: Consideration Of the Eo Construct Within The Research Modelsmentioning

confidence: 99%

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Hernández-Linares

Fernández

2018

Family Business Review

115

120

View full text Add to dashboard Cite

show abstract

“…Prior empirical studies have present different research findings on the association between EO and firm performance and mainly focused on the association only for performance (Lee & Chu, ; Naldi et al, ; Pittino et al, ). Our objective in this article is to extend current understanding of whether FOB owner has an impact on EO the business.…”

Section: Resultsmentioning

confidence: 99%

“…Over the past two decades, EO and family firms performance have been examined by researchers (Pittino, Barroso Martínez, Chirico, & Sanguino Galván, 2018;Lee & Chu, 2017;Naldi et al, 2007;Cruz et al, 2012), and they mainly built on agency and stewardship theories. Most agency theory scholars address the advantages of family governance as it reduces the conflict between owner and agencies if there is a close alignment between the interest of the two parties (Lee & Chu, 2017). Regarding EO, scholars (Zahra, 2005;Naldi et al, 2007;Riviezzo et al, 2015) pointed out the central role of family involvement in shaping strategic entrepreneurship.…”

Section: Eo and Family Business Ownermentioning

confidence: 99%

Turkish delight a public affairs study on family business: The influence of owners in the entrepreneurship orientation of family‐owned businesses

Harris

Özdemır

2020

Journal of Public Affairs

View full text Add to dashboard Cite

Family‐owned businesses (FOBs) are as unique as the families that own and control them. As reported by Miller, Steier, and Le Breton‐Miller (2003, p.513), the founders of many of these businesses try to continue their legacy and ensure continued family control via intergenerational succession, as when they hand over leadership to their children. The initial statistics suggest only approximately one third of FOBs survive into the second generation, with just 12% remaining “viable” by the third, and only about 3% operating into the fourth generation or beyond. Thus, one of the central problems for FOBs is this inability to ensure competent cross‐generational family leadership through successful transfer of ownership and management to the next family generation. This is a core issue for the modern public affairs practitioner and policy maker, nationally and internationally, and the Turkish case is a good example of the multicomplex issues evident in succession planning and leadership for business founders and leaders in these organisations. A firm's strategic orientation is an indicator of the processes developed to integrate new information, to coordinate decisions, to examine the evolution of environmental factors, and to assess new projects (Escriba‐Esteve, Sanchez‐Peinado & Sanchez‐Peinado, 2009). However, few studies have provided a framework that jointly analyses the FOB owner characteristics, the mediating processes and attitudes by which owners shape the direction of their family firms, and the effect of these postures on firm performance. This paper addresses the influence of family business owner, over the behaviour of FOBs. By treating FOB owners' characteristics as predictors of a firm's strategic orientation, we seek to provide a deeper understanding of how the characteristics of FOB owners shape decision making process and FOBs' behaviours in order to successfully survive in generations. This study introduced the concept of FOB's entrepreneurship orientation (EO) as a variable that mediates between FOB owners' characteristics and business performance. The objective of this paper is twofold: (a) to identify the demographic predictors FOBs' EO and (b) to analyse the role of EO as a mediator of the relationship between FOB owners' characteristics and FOBs' performance.

show abstract

“…Baird & H. Thomas, 1985) that differs by a firm's stage of development. We therefore propose hypothesis 3 (H3) as follows: H3: There is a positive relationship between risk-taking and entrepreneurial orientation  Relationship between entrepreneurial orientation (EO) and firm performance The second construct firms' performance suggest that entrepreneurial orientation leads firms into being successful in the market place through growth in market share, profit and sales revenue (T. Lee & Chu, 2017). Empirical findings show a positive relationship between entrepreneurial orientation and firm performance and sales growth (Zahra, 1991;S.…”

Section: Conceptual Model and Hypothesismentioning

confidence: 99%

Entrepreneurial Orientation (EO) Among Small and Medium Enterprises (SMEs) in Côte d’Ivoire

Koffi¹,

Li²,

Zaineldeen³

et al. 2019

EJBM

View full text Add to dashboard Cite

Small and Medium-sized Enterprises (SMEs) are regarded as the engine of economic growth in all economies of the world including developed and developing countries. This study explores the entrepreneurial orientation of SMEs in Côte d'Ivoire. Data for the study was obtained using survey questionnaire obtained from 150 SMEs in various sectors in Côte d'Ivoire. The data was anaylsed using structural equation model (SEM) with the help of SmartPls vs 3.2.7 for PC. Findings from the study indicate that proactiveness and risk taking influence entrepreneurial orientation positively. Additionally, findings from this study revealed a strong and positive relationship between entrepreneurial orientation and SME performance. Based on the research findings, the research concluded that SMEs in Côte d'Ivoire are entrepreneurial but lack innovation. The study recommended that SME firms in Côte d'Ivoire should pay attention to the innovativeness dimension of entrepreneurial orientation as a way of differentiation strategy to achieve sustained competitive advantage as well as profitability and growth. This paper adds to the literature on entrepreneurial orientation and firm performance among small and medium enterprises from a developing country perspective.

show abstract

The relationship between entrepreneurial orientation and firm performance: Influence of family governance

Cited by 62 publications

References 45 publications

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Turkish delight a public affairs study on family business: The influence of owners in the entrepreneurship orientation of family‐owned businesses

Entrepreneurial Orientation (EO) Among Small and Medium Enterprises (SMEs) in Côte d’Ivoire

Contact Info

Product

Resources

About