Entrepreneurial orientation and firm performance: The unique impact of innovativeness, proactiveness, and risk-taking

This paper develops a theoretical model of the relationship between firm-level entrepreneurship and firm performance. This model is intended to further clarify the consequences of an ‘entrepreneurial orientation,’ paying particular attention to the differential relationship that exists between the three sub-dimensions of entrepreneurial orientation and firm performance. Included in the theoretical model are other important variables (such as organizational structure and environmental characteristics) that may impact the EO-performance relationship. Propositions are developed regarding the various configurations of the sub-dimensions of EO and organizational structure that would be most appropriate in a given environmental context. Future research may also benefit from considering the important role that organizational strategy and life cycle stage play in this model. The implications of this model for both researchers and managers are discussed.Journal Articl

The organizational pervasiveness of entrepreneurial orientation

While 30 years of entrepreneurial orientation (EO) research has demonstrated that EO provides critical insights into questions of organizational-level strategy and performance, how EO manifests inside organizations has received little attention. Instead of assuming that EO is homogenous, we examine the questions of how and why EO might pervade organizations heterogeneously along three dimensions: vertically across hierarchy levels, horizontally across business units, and temporally as an organization develops. We then present three models for how EO can dynamically pervade organizations and discuss how examining the pervasiveness of EO can further our understanding of entrepreneurship as an organizational phenomenon

International strategies of NIC firms in Europe

This article reports on a study of the international strategies of South Korean, Taiwanese, Hong Kong, and Singapore firms in advanced industrialized markets. Thirty-four cases of international strategies were cluster analyzed to identify common strategies. Four main strategies were identified together with their attendant firm characteristics and performance. They include: (1) A strategy of differentiation with aggressive growth objectives and a high degree of parent company support; (2) Low cost strategy and broad product coverage; (3) A focus strategy with limited product range and highly decentralized operation; and (4) A conservative strategy concentrating chiefly on manufacturing skills and serving mainly OEM customers. Variation in performance across clusters was not statistically significant