Entrepreneurial and market-oriented activities, financial capital, environment turbulence, and export performance in an emerging economy

This study examines the impact of the simultaneous implementation of entrepreneurial and market-oriented export activities on export success and whether this relationship depends on levels of financial capital and market environment turbulence. The findings from a study of 164 Ghanaian exporting small and medium-sized enterprises (SMEs) indicate that high levels of both entrepreneurial and market orientation generate better export performance. The relationship is stronger when firms have greater financial capital and operate in more turbulent export market environments. These results extend existing knowledge of how SMEs can improve export performance by seeking fit between firm-specific capabilities and external environment conditions

External knowledge resources and new venture success in developing economies: Leveraging innovative opportunities and legitimacy strategies

This study draws insights from entrepreneurial opportunity and organizational legitimacy perspectives to specify an intervening role of opportunity recognition and the contingency effect of entrepreneurial legitimacy to explain how and when external knowledge resources are associated with new venture performance. The conceptual model is tested on primary data from 230 new ventures operating in a sub-Saharan African economy: Ghana. Findings from the study indicate that the relationship between external knowledge resources and new venture performance is mediated by opportunity recognition and that high levels of both strategic and regulatory legitimacy strategies strengthen the indirect relationship. Theoretical implications and new venture management lessons drawn from these findings are discussed. </p

Growth implications of creation and discovery behavior among family firms: the moderating role of venture age

Purpose The aim of the study is to examine the effects of opportunity creation and discovery on the performance of family firms. Specifically, from the tenets of dynamic capabilities and organizational contingency perspectives, this study proposes and tests a framework of how family firms' creation and discovery behavior impact venture growth and the conditions under which such impact can vary. Design/methodology/approach The study uses moderated-hierarchical regression to analyze survey data from 156 family-owned small and medium-sized enterprises (SMEs) operating within a sub-Saharan African economy. Findings The findings indicate that creation behavior has a curvilinear U-shaped relationship with venture growth, while discovery behavior has a direct positive relationship with venture growth. Further analysis reveals that the curvilinearity of the U-shaped relationship between creation and venture growth will be stronger for older family firms than for younger ones. Research limitations/implications The study findings may be limited by the cross-sectional nature of the data and the specific focus on family firms only. Practical implications The results highlight the significance of pursuing both opportunities among family firms. In fact, both creation and discovery opportunities are significant drivers of family firm growth, albeit in different capacities. Relatedly, managers of older family firms (compared to younger firms) can invest more in exploiting creative opportunities. Social implications From these findings, governments and other stakeholders should create enabling environment and institutional frameworks conducive to exploiting opportunities by entrepreneurial firms. Originality/value The study is novel – as it provides unique findings on the performance implications of creation and discovery behavior of entrepreneurial family firms within developing economies.</p