Entrepreneurial Orientation and Strategic Learning: Remedy for the Slow Death of Small Businesses?

2012 ◽  
Vol 2012 (1) ◽  
pp. 11947
Author(s):  
Charlotta Agneta Sirén ◽  
Henri Hakala ◽  
Joakim Wincent
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Strategic Learning

Entrepreneurial, strategy and performance in restaurants and similars

2020 ◽  
Vol 11 (3) ◽  
pp. 128-143
Author(s):  
Mércia Crisitley Barrêto Viana ◽  
Kleber Cavalcanti Nóbrega ◽  
Lieda Amaral Souza
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Structural Equations ◽  
Service Strategy ◽  
Individual Entrepreneurial Orientation ◽  
Restaurant Management ◽  
Managerial Implications ◽  
And Performance ◽  
Entrepreneurial Strategy

Restaurants tend to be small businesses, operated almost in a self managed way, by their entrepreneur owners or a contracted manager. The way these managers conduct their business depends much on their individual abilities to run the company. This research aimed to investigate the possibly existing influences between individual entrepreneurial orientation (IEO), service strategy (SS) and business performance (BP). A construct was developed to run the study, including hypothesis joining the three influences. Questionnaires using Likert scale were built and validated. Survey was conducted with 260 restaurant, bars and hotel owners or managers. Data were analyzed through modeling of structural equations. Results confirmed the three hypothesis: H1: IEO positively influences SS; H2: IEO positively influences BP; H3: SS positively influences BP. Theoretical contributions were made through the construct building. Managerial implications are listed, in order to help restaurant management better run their business.

scholarly journals Breaking the routines: Entrepreneurial orientation, strategic learning, firm size, and age

2017 ◽  
Vol 50 (2) ◽  
pp. 145-167 ◽  
Author(s):  
Charlotta Sirén ◽  
Henri Hakala ◽  
Joakim Wincent ◽  
Dietmar Grichnik
Keyword(s):  
Firm Size ◽  
Entrepreneurial Orientation ◽  
Strategic Learning

scholarly journals Efforts to Increase Marketing Performance of Small and Medium Enterprises in Central Java, Indonesia

2020 ◽  
Vol 4 (1) ◽  
pp. 11-19
Author(s):  
Mudiantono Soekirman ◽  
Fajar Ayu Suryani
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Distribution Channel ◽  
Equation Model ◽  
Marketing Performance ◽  
Central Java ◽  
Medium Enterprises

Business competition in the current era of globalization requires companies to have a strategy to win the market. Strategic management has an important role for the survival of the company. The existence of such competition is also felt by small businesses such as Small and Medium Enterprises (SMEs). The increase in the number of SME units in Central Java was not followed by an increase in average sales of SMEs. This study aims to analyze the effect of distribution channel, ERP implementation and entrepreneurial orientation on marketing performance with competitive advantage as an intervening variable. The population in this study were small and medium enterprises owners in Central Java. Six hypothesis were formulated for this study. To test those hypothesis, this study used 104 respondent. Structural Equation Model (SEM) was applied to this study using AMOS 24  as a tool. The results of this study shows that competitive advantage is the most variable in influencing the marketing performance, while this  competititve advantage has entrepreneurial orientation as highest variable in influencing it. This study suggests that if SMEs want to increase their marketing performance, they must increase  their competitive advantage. This competitive advantage can be increase by increasing the entrepreneurial orientation.

Entrepreneurial orientation, market orientation and performance of SMEs in the manufacturing industry

2017 ◽  
Vol 40 (3) ◽  
pp. 292-309 ◽  
Author(s):  
Bereket Mamo Buli
Keyword(s):  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Developing Economies ◽  
Positive Influence ◽  
Sustainable Growth ◽  
Superior Performance ◽  
Content Type

Purpose The Purpose of this paper is to examine the difference in the performance of Small Business using Entrepreneurial and market orientation. There is solid empirical evidence confirming the importance of small and medium-sized enterprises (SMEs) in economic development. Using entrepreneurial and market orientations, this paper investigates the extent to which this strategic orientation contributes to the superior performance of manufacturing SMEs. Design/methodology/approach A total of 171 SME managers participated in the survey research. Multiple and linear multiple regression were applied to test the hypotheses. Findings The empirical result reveals that integrating entrepreneurial and market orientations into the operation of SMEs contributes to superior performance, which in turn enables them to thrive in institutionally complex and economically turbulent environments. Except for innovativeness, each dimension of entrepreneurial orientation along with market orientation has a positive influence on business performance of small businesses. Practical implications Developing economies see SMEs as a path out of poverty, thereby realizing industrialization and sustainable growth. There is a keen interest to adopt proactive policies so as to create competitive domestic industries. Conversely, this can only be realized if states develop policy measures that prioritize or at least emphasize on highly growing SMEs rather than creating jobs that are neither productive nor decent. Originality/value The present paper confirms previous findings and contributes additional evidence that suggests working on entrepreneurial and market orientations of SMEs will improve performance and compensate the multi-dimensional constraints imposed by the existing market in developing economies. The finding of this study offers important insights for managers and policymakers.

An Initial Conceptualization of Virtual Scenario Planning

2014 ◽  
Vol 16 (3) ◽  
pp. 335-355 ◽  
Author(s):  
Rochell R. McWhorter ◽  
Susan A. Lynham
Keyword(s):  
Small Businesses ◽  
Large Scale ◽  
Technology Development ◽  
Scenario Planning ◽  
Learning Tools ◽  
Strategic Learning ◽  
Face To Face ◽  
High Volatility ◽  
Hrd Professionals ◽  
Virtual Events

The Problem Recent disruptive events introduced high volatility and uncertainty into the contemporary organizational environment whereby well-established organizations found scenario planning (SP) useful to craft strategy. However, because SP is typically a very costly endeavor, it is less accessible to new startups, small businesses, nonprofits, and large-scale organizations that could greatly benefit. The Solution We propose an initial conceptual model whereby sophisticated technologies that typically enable virtual events be utilized to facilitate virtual SP activities for real-time participation from geographically disbursed locations reducing expenses and providing access to one of human resource development’s (HRD’s) strategic learning tools. We posit that HRD professionals be involved in planning and implementation through the scope of technology development within the context of virtual HRD. The Stakeholders This article provides researchers and scholar-practitioners with a conceptualization of current thinking around the notion of utilizing technology to create an online environment conducive for SP. This article will be of particular interest to those involved in formulating organizational strategy including those where costs of face-to-face SP and other forms of strategic initiatives are either time or cost prohibitive.

scholarly journals The influence of the owner-manager of small tourism businesses on the success of internet marketing

2007 ◽  
Vol 38 (3) ◽  
pp. 15-28 ◽  
Author(s):  
R. Elliott ◽  
C. Boshoff
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Geographical Location ◽  
Internet Marketing ◽  
Tourism Industry ◽  
The Internet ◽  
Full Potential ◽  
Level Of Involvement ◽  
Marketing Orientation ◽  
Use Of The Internet

Small businesses have been identified as a catalyst for creating jobs and generally growing the economy. One industry that is characterised by the proliferation of small businesses is the tourism industry. Key to this industry reaching its full potential is, however, access to markets. The Internet is seen by many as having the potential to help small tourism businesses understand their markets better, extend their market reach and to serve their customers more effectively, irrespective of their geographical location. However, identifying the factors that influence the success of the use of the Internet for marketing purposes is proving elusive.The focus of this study is to identify those owner-manager factors that are present in a small tourism business which will influence the success with which the Internet can be used to market the business. These are distinct from the factors implicit in the technology per se. If these owner-manager factors can be identified and their relative influence on Internet marketing success is determined, it will allow small tourist businesses to access markets more readily.The results of this study indicate that the level of involvement of owner-managers, the owner-manager having an entrepreneurial orientation, the knowledge of owner-managers, the involvement in decision making of owner-managers and a marketing orientation are important to the successful use of the Internet for the marketing of small tourism businesses in South Africa.

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