Accounting for the effects of entrepreneurial orientation on SMEs’ job creation capabilities: A social capital and self‐determination perspective

2020 ◽  
Author(s):  
Victoria A. Ademilua ◽  
Taiwo T. Lasisi ◽  
Oluwatobi A. Ogunmokun ◽  
Juliet E. Ikhide
Keyword(s):  
Social Capital ◽  
Entrepreneurial Orientation ◽  
Job Creation ◽  
Self Determination

Entrepreneurial Orientation, Uncertainty Avoidance and Firm Performance

2003 ◽  
Vol 4 (1) ◽  
pp. 46-58 ◽  
Author(s):  
Fredric William Swierczek ◽  
Thai Thanh Ha
Keyword(s):  
Firm Performance ◽  
Risk Taking ◽  
Entrepreneurial Orientation ◽  
Job Creation ◽  
Uncertainty Avoidance ◽  
Business Growth ◽  
Net Profit ◽  
The Relationship

This study examines the relationship between entrepreneurial orientation (EO) and firm performance in a sample of 306 Vietnamese SMEs and 172 Thai small and medium-sized enterprises (SMEs). Dimensions of entrepreneurial orientation including risk-taking, proactivity and innovativeness are explored. The results indicate that Thai SMEs are more innovative and proactive than their Vietnamese counterparts, while Vietnamese SMEs are inclined to be more risk-taking. Thai SMEs have higher perceived business growth, job creation and net profit than Vietnamese SMEs.

scholarly journals The Moderating Effect of Social Capital in Relation to Entrepreneurial Orientation and Firm Performance

2017 ◽  
pp. 82-115
Author(s):  
Alireza Jalali ◽  
Ramayah Thurasamy ◽  
Mastura Jaafar
Keyword(s):  
Social Capital ◽  
Entrepreneurial Orientation ◽  
Random Sampling ◽  
Quantitative Method ◽  
Small And Medium Enterprises ◽  
Moderating Effect ◽  
Resource Based View ◽  
Medium Enterprises ◽  
The Relationship ◽  
Industry Network

The importance of entrepreneurial orientation (EO), resource-based view (RBV), network types of social capital (SC) and small and medium enterprises (SMEs) have become the main focus in the manufacturing environment. The current study investigates 1. The relationship between EO and Manufacturing SMEs performance and 2. The moderating effect of intra- and extra-industry network in EO and manufacturing SMEs performance relationship. Quantitative method was done through survey. The population of this study was industrial SMEs in Tehran and Hamedan. Proportionate stratified random sampling was employed and out of 580 questionnaires sent out, only 150 questionnaires were returned. The result implies that the dimensions of EO positively improved manufacturing SMEs performance. In addition the result shows that the high intra-industry network strongly moderates the relationship between innovativeness and growth-profit ability and also strongly moderates the relationship between risk-taking and growth-profitability. Contributions and limitations of the study are also discussed accordingly.

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samar Hayat Khan ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed ◽  
Hassan Ahmed Shah
Keyword(s):  
Social Capital ◽  
Entrepreneurial Orientation ◽  
Developing Economies ◽  
The Body ◽  
Cross Sectional ◽  
Organizational Flexibility ◽  
Content Type ◽  
Strategic Renewal ◽  
Organizational Social Capital

PurposeThe objective of this study is to evaluate the key issues that how social capital augments the initiation of strategic renewal through the mediating role of entrepreneurial orientation and the moderating role of organizational flexibility. In the context of Small and Medium Enterprises (SMEs) of developing economies, the study developed and tested the theoretical model of strategic renewal for analyzing its major outputs.Design/methodology/approachThis study utilized cross-sectional design and employ quantitative approach. The data were collected from the owner, managers and executive directors of pharmaceutical SMEs of Pakistan. The study used statistical analysis of correlation and regression for the analysis of data.FindingsThe study discovered that entrepreneurial orientation mediates the positive relationship of social capital and strategic renewal. Moreover, high organizational flexibility strengthens the association between social capital and strategic renewal of SMEs.Originality/valueThis research contributes to the body of knowledge by providing empirical evidence that how to thrive the mechanism of strategic renewal. The study further provides understanding of the effects of organizational social capital, entrepreneurial orientation and organizational flexibility on strategic renewal.

scholarly journals EFFECT OF SOCIAL CAPITAL ON FIRM PERFORMANCE: THE ROLE OF ENTREPRENEURIAL ORIENTATION AND DYNAMIC CAPABILITY

2019 ◽  
Vol 9 (4) ◽  
pp. 63-73
Author(s):  
Tian Hongyun ◽  
William Adomako Kankam ◽  
Florence Appiah-Twum ◽  
Isaac Gumah Akolgo
Keyword(s):  
Social Capital ◽  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Dynamic Capability

From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities

2018 ◽  
Vol 36 (2) ◽  
pp. 195-209 ◽  
Author(s):  
Job Rodrigo-Alarcón ◽  
Pedro M. García-Villaverde ◽  
María J. Ruiz-Ortega ◽  
Gloria Parra-Requena
Keyword(s):  
Social Capital ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
Mediating Role

A Multilevel Examination of Entrepreneurial Orientation and Corporate Entrepreneurship: the Joint Impact of Unit-Level Social Capital and Firm-Level Transformational Leadership

2019 ◽  
Vol 9 (4) ◽  
Author(s):  
Yi-Ying Chang ◽  
Yi Ping Liu ◽  
Che-Yuan Chang
Keyword(s):  
Social Capital ◽  
Transformational Leadership ◽  
Entrepreneurial Orientation ◽  
Corporate Entrepreneurship ◽  
Dark Side ◽  
Senior Managers ◽  
Firm Level ◽  
Entrepreneurship Research ◽  
Unit Level ◽  
The Relationship

Abstract We examine the relationship between unit-level entrepreneurial orientation (EO) and unit-level corporate entrepreneurship (CE), which has been typically neglected in entrepreneurship research. Building on the conservation of resource theory (COR), we argue that the relationship between unit-level EO and unit-level CE will be stronger when unit-level social capital is higher. Further, we posit that unit-level social capital becomes more effective when firm-level leaders are viewed as less (and not more) transformational by unit members. Data were collected from 186 managers, 372 employees, and 62 senior managers from 93 units of 31 firms. We find that unit-level EO is positively related to unit-level CE and this relationship strengthens when unit-level social capital is high. This moderating effect of social capital is itself moderated by firm-level transformational leadership, and strengthens as firm-level transformational leadership behaviors decrease (supporting “dark side” views of transformational leadership). Implications of our findings for organizational entrepreneurship research and practice are discussed.

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