A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

In this article, we aim to conceptualize a market-based approach to poverty reduction from a corporate social entrepreneurship (CSE) perspective. Specifically, we describe some market-based initiatives at the base of the economic pyramid and relate them to the social entrepreneurship literature. We refer to the entrepreneurial activities of multinational corporations that create social value as CSE. We then conceptualize CSE according to the corporate entrepreneurship and social entrepreneurship domains and shed light on how corporations can implement CSE. Finally, by reviewing relevant literature, we propose some of the factors that can stimulate CSE in organizations and some of the benefits companies can gain by implementing CSE

Moderating influences on the firm's strategic orientation-performance relationship

This paper is focused on the factors that moderate the relationship between firm's strategic orientation and performance in small and medium-sized firms. Much prior research has focused simply on identifying environmental conditions conducive to the effectiveness of the strategic orientation approach. However, recent research has called for studies focused on investigating internal moderators of the strategic orientation-performance relationship. As a result, we propose a contingency framework, considering how corporate and competitive strategies, top management characteristics, and environmental conditions may moderate this relationship. Based on a survey of 295 small and medium sized enterprises pertaining to seven manufacturing sectors, our study shows that the positive influence of firm's strategic orientation may be moderated by the environment conditions, the previous experience of top management team, and the corporate and competitive strategies developed by the firm

Individual and Team Entrepreneurial Orientation: Scale Development and Configurations for Success

While entrepreneurial orientation (EO) has traditionally been defined and operationalized as a firm-level phenomenon, recent studies extended the construct to the individual-level (IEO). We theorize how teams might draw on the EO of their individual members, forming what we call Team EO, and pose that EO will manifest in corollary attitudes and behaviors among employees to enable its organizational pervasiveness. Building on social exchange theory, theories of organizational citizenship and extra-role behavior, we conceive and explore how risk-taking, proactiveness, and innovativeness within a team, in conjunction with its trust in the manager and commitment to company goals, affect performance. Results from an fsQCA analysis with 71 teams from a large service-sector company show that proactiveness and innovativeness serve as substitutes and need to be combined with a commitment to company goals to achieve high performance

Entrepreneurial orientation in cross-cultural research:assessing measurement invariance in the construct

The entrepreneurial orientation (EO) scale has become the most widely used scholarly measure of entrepreneurial behavior. Additionally, it is frequently used in studying entrepreneurship in non-Western cultures. In the current study, the authors respond to calls for cross-cultural validation of measures used in international research by assessing the measurement invariance of the most frequently utilized EO scale. Using samples of small and medium-sized firms from the United States and China, the authors assess the dimensionality of EO, optimal number of scale items, and the measurement invariance of the construct across cultures. The results support conceptualizing EO as multidimensional, using an 8-item version, and utilizing it in cross-cultural research settings in certain instances