The relationship between top management team (TMT) metacognition, entrepreneurial orientation and firm performance in Small and Medium Enterprises (SMEs)

This study integrates entrepreneurial orientation and top management team (TMT) behavioural integration, as a mediator and moderator respectively, to determine the effect of TMT metacognition on firm performance in SMEs. Fifteen hundred SMEs were surveyed and 140 usable returns were used in this study. The result revealed that risk in entrepreneurial orientation is often associated with lower firm performance and innovativeness and proactiveness could be considered the mechanisms through which TMT metacognition contributes most to higher organisational performance. This finding is significant for SMEs, whose resources are limited, and TMT could consider less risky projects, but still maintaining its innovativeness and proactiveness, particularly in the niche market areas. Furthermore, the empirical result supported previous findings that top managers’ abilities and behaviour collectively as a team could be seen as an important factor in their innovative and competitive outcomes in SMEs

A Bibliometric Review of Technostress: Historical Roots, Evolution and Central Publications of a Growing Research Field

While previous research has provided critical insights into the different perspectives, methods, and theories on technostress, there is currently no bibliometric review available that clarifies the evolution and structure of the field. We use three bibliometric methods to assess the body of 252 technostress publications until 2019: reference publication year spectroscopy, co-word analysis, and co-citation analysis. In doing so, we analyze how the technostress field has evolved over time, clarify the interconnected concepts forming the discourse and identify the most influential works

Business model value creation, value capture, and information technologies

9 page(s

Strategic Knowledge Management System As A Competitive Means For Branding Excellence Of SMEs In Malaysia

This study consists of a model illustrating the role of organizational knowledge management system executed at SMEs in order to improve and ameliorate branding behavior

A Cognitive model of executives’ knowledge acquisition : implications for resource-based view

Knowledge is a key strategic resource and its acquisition is a key competence. Executives acquire knowledge to make sense of the environment, make decisions, and manage their resources in face of dynamism. Little is yet known about why executives vary in terms of this ability. Using recent advancements in the strategic cognition, this study proposes and tests a model in which the interaction between executives' cognitive style and their perceived dynamism explains variations in the amount of market and technological knowledge acquired by executives. The findings offer important implications for resource-based view and particularly the knowledge-based perspective.23 page(s

Revisiting the modularity-performance nexus : Business model innovation as a missing mechanism

Prior research on the modularity–performance nexus is heavily biased towards product innovation, leaving the impact of modularity on other types of innovation such as business model innovation unknown. This study seeks to address this gap. To do so, we develop and test a parsimonious model which examines whether a firm’s pursuit of business model innovation serves as a salient conduit through which modular product and process translate to firm performance. In addition, we examine environmental dynamism as a contingency that to further illuminate these associations. Using data from 87 manufacturing SMEs in Australia we find partial support for our model. Specifically, we find that pursuit of BMI is a missing mechanism only in the process modularity-performance nexus not the product modularity. In addition, contrary to predictions, we observe that environmental dynamism negatively moderates this relationship. These findings have important implication for theory and practice of innovation management. We discuss these implications and suggest several directions for future research

A Behavioral view of business modeling

This chapter introduces the concept of business modeling defined as the managerial deliberate continuous involvement in the process of developing and adjusting a business model for their firm. This conceptualization (1) bridges the business model literature with the strategic leadership and managerial dynamic capabilities; and (2) pronounces the inseparable link between managerial agency and the business model of the firm as a unit of analysis in the micro-foundations of strategy and competitiveness. To develop this model, insights from the behavioral perspective have been used. This chapter posits that the business model of the firm follows an evolutionary path that is set and managed by executives. The current business model acts as a reference point for executives and shapes their aspiration and business modeling goals. These goals in conjunction with the performance of the firm, perceived capacities and subjective evaluation of proximate and distant opponunities govern executives business modeling in the form of minor adjustments or major changes (transformation, reinvention, even dismissal and adoption of a new business model) to the business model or the firm. Therefore, business modeling is a path-dependent activity and its trajectory is determined by the dynamic interactions between executives' perception of goal attainment discrepancies through historical and social comparisons attributed to the current business model and environmental demands.27 page(s

Growth of born-global ventures : an Austrian perspective

Previous research on the growth of born-global firms has mostly focused on the nature of being and becoming born global but little attention has been paid to the theoretical foundation of the growth of a born-global venture. Drawing on the insights from the Austrian school of economics as a prevalent view of the growth in strategy and entrepreneurship this paper develops and discusses an Austrian view of born global growth. It will be shown that this perspective could advance literature in the international business and in particular adds to and extend the currently limited knowledge on the foundations of the growth of born-global firms.25 page(s

Business model : strategic logic of disruptive innovation

Today’s world of business is increasingly witnessing exemplary firms which introduce new business models, exploit new markets and disrupt established firms in order to create a unique competitive position. Although the theoretical and conceptual posture of this phenomenon is well grounded and explained in the extant literature on disruptive innovation, little is known about strategic logic of this phenomenon. In other words, the managerial paradigm or cognitive and mental model that underlies the orchestration of micro- and macro-organizational mechanisms of a disruptive move, such as market and technological knowledge, have surprisingly received little attention. In this sense, an analytical review of literature suggests that strategic logic of a disruptive technology can be well presented through the lens of business model (BM) and its innovation. Accordingly, it is argued that business model represents a mental model which underlines activities such as acquisition of market and technological insights, opportunities and requisite actions required for transforming a disruptive idea into a disruptive market movement. This view offers new insights into the study of disruptive phenomenon. It addresses the managerial (i.e. mental model) underpinnings of disruptiveness, instead of market, economical and technological dimensions. Business model innovation (BMI) is a disruptive change in the core logic of value creation and capture. It is a value-revolutionizing framework which explicitly delineates the strategic processes of a disruptive strategy. Thus, it is essentially a paradigm for strategizing the craft of disruptive innovation (technology). Given this view, this chapter conceptually explicates this contour and shows how BMI effectuates a disruptive technological phenomenon by presenting four propositions. Finally theoretical and managerial implications of this view are illuminated in order to furthering the practice and enhancing future research in this growing field of inquiry.32 page(s

How do entrepreneurs develop business models in small high-tech ventures? An exploratory model from Australian IT firms

The objective of this article is to explore and explain how entrepreneurs develop new business models for new ventures. Though highly topical, there is little solid empirical knowledge of this issue. Findings from multiple case studies of firms operating in the Australian cloud-computing ecosystem reveal that developing a new business model involves three phases. In the first phase (business modelling ideation (BMI)), various ideas for a viable business model are generated and the most viable one is chosen. The strategic consensus and commitment are generated in the second phase, labelled as the “business modelling strategic commitment” (BMSC). The third phase, labelled as the “business model actualization” (BMAC) is the market-testing phase where the business model is reified or actualized. The theoretical and managerial implications of the findings are discussed and several directions for future research are suggested