Understanding the relationship between entrepreneurial orientation and strategic learning capability: an empirical investigation

2009 ◽  
Vol 3 (3) ◽  
pp. 218-240 ◽  
Author(s):  
Brian S. Anderson ◽  
Jeffrey G. Covin ◽  
Dennis P. Slevin
Keyword(s):  
Entrepreneurial Orientation ◽  
Empirical Investigation ◽  
Strategic Learning ◽  
Learning Capability ◽  
The Relationship

scholarly journals Resource organization and firm performance

2016 ◽  
Vol 22 (4) ◽  
pp. 466-484 ◽  
Author(s):  
Jim Andersén ◽  
Joachim Samuelsson
Keyword(s):  
Decision Making ◽  
Entrepreneurial Orientation ◽  
Design Methodology ◽  
Empirical Investigation ◽  
Two Dimensions ◽  
Resource Based View ◽  
Content Type ◽  
Resource Organization ◽  
The Relationship ◽  
Positive Effect

Purpose – The purpose of this paper is to examine how entrepreneurial orientation (EO) and the use of management accounting practices (MAPs) in decision making affects the profitability of small- and medium-sized enterprises (SMEs), and also to analyze the extent to which EO and the use of MAPs affects profitability differently in growing and non-growing SMEs. Design/methodology/approach – The paper employs an empirical investigation which is based on a sample of 153 Swedish manufacturing SMEs. The data are analyzed by two- and three-way interaction regressions. Findings – EO and MAPs have a positive effect on profitability in non-growing SMEs, but the combined effect of EO and MAPs has no additional effect. However, for growing SMEs, high usage of MAPs in decision making is a prerequisite for EO to influence profitability. Originality/value – This study is the first to use the resource-based view to examine the relationship between two dimensions of resource organization and SME profitability. EO is used as a proxy for how resources are organized in order to identify opportunities, and MAPs are used as a proxy for how efficiently resources are organized.

Does the adoption of customer and competitor orientations make small hospitality businesses more entrepreneurial?

2015 ◽  
Vol 27 (1) ◽  
pp. 71-86 ◽  
Author(s):  
Galimzhan Aidarkulovich Seilov
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Learning Capability ◽  
Content Type ◽  
Future Studies ◽  
Strategic Approach ◽  
Consumer Habits ◽  
Entrepreneurial Activities ◽  
The Relationship ◽  
Self Administered Questionnaire

Purpose – This paper aims to investigate the influence of customer and competitor orientations on the entrepreneurial orientation of small hospitality enterprises in Kazakhstan. Design/methodology/approach – The research uses quantitative data collected through a self-administered questionnaire from 318 entrepreneurs who participated in the survey. Findings – The findings of the study demonstrated that there is a positive relationship between customer and competitor orientations and the entrepreneurial orientation of small hospitality businesses in Kazakhstan. Research limitations/implications – Future studies should also consider additional contingencies such as organizational learning capability and environmental dynamism. In addition, it is recommended that future studies look into the effect of customer and market orientations on small- and medium-sized enterprises (SME) performance. Practical implications – The findings of the study showed that hospitality in small businesses needs to embrace a new way of thinking and adopt a more strategic approach to their entrepreneurial activities through proactively responding to constantly changing customer needs and competitors’ moves. Originality/value – This study offers insights into the relationship between strategy and entrepreneurship in the context of small hospitality businesses. In particular, it develops an understanding about the factors that stimulate small hospitality businesses’ entrepreneurial orientations in a dynamic and competitive environment marked by the growing pressure of continuously changing consumer habits and direct competition both from SME counterparts and large enterprises.

scholarly journals The impact of strategic learning orientation, entrepreneurial orientation and reconfiguring capabilities on export performance of SMEs in Nigeria

2014 ◽  
Vol 2 (3) ◽  
pp. 33-42
Author(s):  
Tope Samson Abiodun
Keyword(s):  
Significant Relationship ◽  
Entrepreneurial Orientation ◽  
Export Performance ◽  
Mediating Effect ◽  
Learning Orientation ◽  
Strategic Learning ◽  
The Impact ◽  
The Relationship

The objectives of this study are to investigate the relationship between learning orientation (LO), entrepreneurial orientation (EO), reconfiguring capability (RC) and export performance (EP) as well as determine the mediating effect of entrepreneurial orientation on the relationship between LO, RC and EP of SMEs in Nigeria. Having employed PLS-SEM on 201 data from SMEs in Nigeria, the findings of the study revealed significant relationship between LO and EP, between RC and EP, and between EO and EP, while the mediating effect of EO on the relationship between LO and EP, and between RC and EP are less statistically significant

ÖRGÜTLERDE ÖRGÜTSEL BOLLUĞUN GİRİŞİMSEL ORYANTASYON ÜZERİNDEKİ ETKİSİ

2016 ◽  
Vol 4 (3) ◽  
Author(s):  
Nurdan Gürkan ◽  
Ahmet Ferda Çakmak
Keyword(s):  
Corporate Governance ◽  
Data Analysis ◽  
Panel Data ◽  
Strategic Management ◽  
Significant Relationship ◽  
Entrepreneurial Orientation ◽  
Panel Data Analysis ◽  
Organizational Slack ◽  
Analysis Method ◽  
The Relationship

The concept of entrepreneurial orientation, which emerges with the development of strategic management, refers to entrepreneurship orientations of businesses. The businesses need resources in other words organizational slack in order to develop their entrepreneurial trends. The organizational slack consists of three slack type. These slack types are available slack, recoverable slack and potential slack. The purpose of this study is to examine whether organizational slack in the businesses has an effect on entrepreneurial orientation. The relationship between organizational slack and entrepreneurial orientation was investigated through 20 companies that were traded in Borsa Istanbul Corporate Governance Index for 2010-2014 period using panel data analysis method. The results of the study indicate the existence of a statistically significant relationship between and the available slack and the recoverable slack with the entrepreneurial orientation in the businesses. According to findings; there was no statistically significant relationship between potential slack and entrepreneurial orientation.

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

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