Entrepreneurial orientation and organisational performance: the role of managerial traits

2012 ◽  
Vol 6 (3/4) ◽  
pp. 203 ◽  
Author(s):  
Shahid N. Bhuian ◽  
Orlando C. Richard ◽  
Hamed M. Shamma
Keyword(s):  
Entrepreneurial Orientation ◽  
Organisational Performance ◽  
Managerial Traits

scholarly journals Reflecting on the contemporary relevance of the forgotten management pioneers: A creative auto/biography

2019 ◽  
Vol 12 (2) ◽  
pp. 205979911986328
Author(s):  
Hester Nienaber
Keyword(s):  
Reflective Practice ◽  
Well Being ◽  
Base Change ◽  
Theory And Practice ◽  
Organisational Performance ◽  
Relevant Today ◽  
Practice Gap ◽  
Theory Practice Gap ◽  
And Control

Management theory and practice are characterised by the ‘theory–practice gap’. A way of addressing this divide is to engage in reflective practice, in this instance, a creative auto/biography. This different way of presenting an old issue demonstrates how the original teachings of the management pioneers remain relevant today. The central issues are the purpose of the organisation and the role of both leadership and employees in unlocking human competence in pursuit of organisational performance. The concepts ‘autonomy’ and ‘control’ transpired as crucial, which could easily be misunderstood or misapplied. This personal reflection presents evidence on which to base change, enhancing the well-being of employees, societies and the profit of organisations. This article contributes to knowledge by making inaccessible knowledge, accessible and inclusive, and the expectation that the meaning emanating from this reflection will result in the management audience to reconsider management, advancing management science and benefitting society at large.

Ambidextrous leadership, entrepreneurial orientation, and operational performance

2017 ◽  
Vol 38 (2) ◽  
pp. 229-253 ◽  
Author(s):  
Trong Tuan Luu
Keyword(s):  
Operations Management ◽  
Entrepreneurial Orientation ◽  
Operational Performance ◽  
Content Type ◽  
Business Context ◽  
Organizational Social Capital ◽  
Software Companies ◽  
Predictive Role ◽  
Ambidextrous Leadership

Purpose The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO. Design/methodology/approach The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context. Findings The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance. Originality/value This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

The role of green process innovation translating green entrepreneurial orientation and proactive sustainability strategy into environmental performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anderson Betti Frare ◽  
Ilse Maria Beuren
Keyword(s):  
Entrepreneurial Orientation ◽  
Environmental Performance ◽  
Process Innovation ◽  
Equation Modeling ◽  
Green Process ◽  
Content Type ◽  
Mediating Role ◽  
Sustainability Strategy ◽  
Green Process Innovation

PurposeThis paper analyzes the mediating role of green process innovation in the relationships of green entrepreneurial orientation and proactive sustainability strategy with environmental performance.Design/methodology/approachThe authors analyze data from 81 Brazilian agriculture technology startups (AgTechs) using partial least squares–structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).FindingsThe results show that the green process innovation assumes an important role in AgTechs, promoting full mediations between green entrepreneurial orientation and proactive sustainability strategy with environmental performance. There are two ways for AgTechs to achieve high environmental performance. In both, green process innovation is a central condition, while green entrepreneurial orientation or proactive sustainability strategy is a complementary condition.Research limitations/implicationsThis study demonstrates how internal elements (green entrepreneurial orientation, proactive sustainability strategy and green process innovation) improve environmental performance. This answers calls to explore which elements translate green entrepreneurial orientation and proactive sustainability strategies into environmental performance, by highlighting the mediating role of green process innovation.Practical implicationsThe findings are useful for founders and managers of AgTechs to find ways to manage sustainable technological advancement and cleaner production in agribusiness.Originality/valueThis study analyses the interface between sustainable entrepreneurship, strategy and innovation in promoting environmental performance of AgTechs from an emerging economy country.

The impact of a crisis on entrepreneurial orientation of family firms: The role of organisational decline and generational change

2021 ◽  
pp. 026624262110366
Author(s):  
Ana M Moreno-Menéndez ◽  
Unai Arzubiaga ◽  
Vanessa Díaz-Moriana ◽  
José C Casillas
Keyword(s):  
Entrepreneurial Orientation ◽  
Family Firms ◽  
Theory And Practice ◽  
Stability And Convergence ◽  
Generational Change ◽  
Entrepreneurial Behaviour ◽  
Temporal Aspects ◽  
Alternative Hypotheses ◽  
The Impact

This article critically analyses entrepreneurial orientation (EO) in family firms after a major crisis, to investigate how firms with equal initial levels of EO reach different levels over time. Based on two alternative hypotheses (stability and convergence), we analysed whether the EO of family firms remains intact, strengthens, or weakens after a crisis. Based on an examination of a database of 151 family firms collected in 2004 and 2017, our findings reveal that compared to firms with higher pre-crisis EO levels, those with lower levels saw a larger increase post crisis. Furthermore, unlike the latter group, the former was able to maintain high pre-crisis levels even after the crisis. In addition, we also we found this relationship between pre-crisis and post-crisis EO levels to be influenced by two key periodic discontinuities, namely, organisational decline and generational change contingencies. These findings advance our understanding of temporal aspects of EO and heterogeneous entrepreneurial behaviour among family firms with significant implications for both theory and practice.

The role of top managers in determining investment in innovation: The case of small and medium-sized enterprises in India

2017 ◽  
Vol 35 (5) ◽  
pp. 618-638 ◽  
Author(s):  
Jamie D Collins ◽  
Christopher R Reutzel
Keyword(s):  
Entrepreneurial Orientation ◽  
Firm Investment ◽  
Environmental Munificence ◽  
Organizational Controls ◽  
Top Managers ◽  
Manager Perceptions ◽  
Top Manager ◽  
Survey Responses ◽  
Management Capabilities

This article examines the role of top managers in shaping the innovation investment actions of small and medium-sized enterprises (SMEs) in India. Survey responses from 477 top managers of Indian SMEs suggest that investment in innovation is influenced by top manager perceptions of innovation opportunity attractiveness, as well as ability to appropriate innovation investment value. Specifically, the results indicate an inverted U-shaped relationship between top manager entrepreneurial orientation and firm investment in innovation. They also suggest that top manager perceptions of environmental munificence, firm resource management capabilities, and organizational controls are positively related to firm investment in innovation.

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