Competitor Orientation, New Venture Performance, and the Mediating Role of Organizational Legitmacy

2012 ◽  
Vol 2012 (1) ◽  
pp. 12997
Author(s):  
Yunzhou Du ◽  
Yuli Zhang ◽  
Bing Ren
Keyword(s):  
New Venture ◽  
Mediating Role ◽  
Venture Performance ◽  
Competitor Orientation ◽  
New Venture Performance

How can entrepreneurs achieve success in chaos?

Kybernetes ◽  
2019 ◽  
Vol 49 (5) ◽  
pp. 1407-1428 ◽  
Author(s):  
Lihui Xia ◽  
Biao Luo ◽  
Ying Sun
Keyword(s):  
New Ventures ◽  
Emerging Economy ◽  
New Venture ◽  
Hierarchical Regression ◽  
Content Type ◽  
Mediating Role ◽  
Venture Performance ◽  
Key Variables ◽  
New Venture Performance

Purpose This paper aims to explore the mediating role of organizational entrepreneurial capability in the link between entrepreneurs’ effectuation and new venture performance, and whether entrepreneurs’ passion positively moderates this relationship in the Chinese emerging economy. Design/methodology/approach This study collected survey data from 140 Chinese new ventures. Following an empirical design, hierarchical regression analysis and bootstrapping analysis were applied to examine six hypotheses. Findings Results reveal that organizational entrepreneurial capability plays a positively mediating role in the association between entrepreneurs’ effectuation and new venture performance. Moreover, the whole mediation model is positively moderated by entrepreneurs’ passion, not only the association but also between entrepreneurs’ effectuation and organizational entrepreneurial capability. Research limitations/implications The study is limited to the static relationships between key variables using the data obtained at one point in an emerging economy, which cannot investigate the dynamic evolution between variables. More longitudinal designs or cases to track the dynamic association should be considered. Practical implications The findings provide useful suggestions for entrepreneurs to enhance their effectual logic and entrepreneurs’ passion to better perceive and exploit opportunities and further improve new venture performance. The results also provide guidance for other groups, such as angel investors and policymakers, regarding how to use effectuation logic as an evaluation criterion to judge whether a new venture or program has investment potential. Originality/value These findings enrich the effectuation theory by providing the empirical evidence of the effect of entrepreneurs’ effectuation on new venture performance in an emerging economy. They also provide deeper insights into opportunity research by uncovering the mediating role of organizational entrepreneurial capability in the relationship between entrepreneurs’ effectuation and new venture performance.

scholarly journals Entrepreneurial orientation and new venture performance in emerging markets: the mediating role of opportunity recognition

2021 ◽  
Author(s):  
Muhammad Anwar ◽  
Thomas Clauss ◽  
Wunnam Basit Issah
Keyword(s):  
Entrepreneurial Orientation ◽  
New Ventures ◽  
Opportunity Recognition ◽  
New Venture ◽  
Superior Performance ◽  
Mediating Role ◽  
Venture Performance ◽  
The Relationship ◽  
New Venture Performance

AbstractHow entrepreneurial orientation facilitates the identification of new opportunities in newly established ventures in emerging economies remains largely unexplored. Approaching entrepreneurial orientation as a second order latent construct, we examined the mediating role of opportunity recognition on new venture performance. Using a survey data from 316 SMEs, the results of the analysis in SmartPLS highlights that entrepreneurial orientation indirectly contributes to the performance of new ventures, where the relationship is partially mediated by opportunity recognition. The findings show that firms with high entrepreneurial orientation can identify and exploit new opportunities as well as enjoy superior performance.

Networking and new venture’s performance: mediating role of competitive advantage

2018 ◽  
Vol 13 (5) ◽  
pp. 998-1025 ◽  
Author(s):  
Muhammad Anwar ◽  
Atiq Ur Rehman ◽  
Syed Zulfiqar Ali Shah
Keyword(s):  
Competitive Advantage ◽  
New Ventures ◽  
New Venture ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Venture Performance ◽  
Business Networking ◽  
New Venture Performance

Purpose The purpose of this paper is to investigate the effect of different types of networking, namely, business networking, financial networking and political networking, on the performance of new ventures and the extent to which competitive advantage influences the process. Design/methodology/approach Data were collected through a structured questionnaire using sample size of 319 newly established ventures in Pakistan – an emerging economy. The hypotheses were tested with structural equation modeling by using AMOS 21. Findings Results of the study indicate that business networking, financial networking and political networking significantly and positively contribute to new ventures performance and competitive advantage. Results also show that competitive advantage is a strong mediator between financial networking and new venture performance, as well as between business networking and new venture performance, respectively. However, in case of relationship between political networking and new venture performance, competitive advantage plays only a partial mediating role. Practical implications The study suggests that the owners and managers of new ventures should devote considerable efforts to developing all the three types of networks; in particular these networks are important for newly established ventures operating in emerging markets to access resources and to enhance performance. Originality/value Extensive review of available literature indicates that this is the first paper to assess the impact of networking on new ventures’ performance with a mediating role of competitive advantage. This study contributes to the existing literature through empirical evidence.

The Role of Entrepreneurs in the Entrepreneurial Ecosystem

2020 ◽  
pp. 252-275
Author(s):  
Xiu Yang ◽  
Ting Yang ◽  
Yi Wang ◽  
Qing Wang
Keyword(s):  
Self Efficacy ◽  
Positive Impact ◽  
New Ventures ◽  
New Venture ◽  
Entrepreneurial Learning ◽  
Entrepreneurial Performance ◽  
Mediating Role ◽  
Venture Performance ◽  
Internal Mechanism ◽  
New Venture Performance

This chapter introduces entrepreneurial self-efficacy, a psychological cognitive factor, into the context of entrepreneurship, trying to sort out the internal mechanism of entrepreneurial self-efficacy, dual entrepreneurial learning, and entrepreneurial performance and construct a theoretical model. The hypothesis is that entrepreneurial self-efficacy has a positive effect on both dual entrepreneurial learning and new venture performance. Dual entrepreneurial learning has a positive impact on the performance of new ventures and acts as a mediator between entrepreneurial self-efficacy and entrepreneurial performance. The empirical results show that entrepreneurial self-efficacy can promote exploratory entrepreneurial learning and the improvement of new venture performance. Exploratory entrepreneurial learning plays a mediating role in the effect of entrepreneurial self-efficacy on the performance of start-ups, while entrepreneurial learning can't play a mediating role in the process of exploitative entrepreneurial learning.

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