scholarly journals Breaking the routines: Entrepreneurial orientation, strategic learning, firm size, and age

2017 ◽  
Vol 50 (2) ◽  
pp. 145-167 ◽  
Author(s):  
Charlotta Sirén ◽  
Henri Hakala ◽  
Joakim Wincent ◽  
Dietmar Grichnik
Keyword(s):  
Firm Size ◽  
Entrepreneurial Orientation ◽  
Strategic Learning

scholarly journals The impact of strategic learning orientation, entrepreneurial orientation and reconfiguring capabilities on export performance of SMEs in Nigeria

2014 ◽  
Vol 2 (3) ◽  
pp. 33-42
Author(s):  
Tope Samson Abiodun
Keyword(s):  
Significant Relationship ◽  
Entrepreneurial Orientation ◽  
Export Performance ◽  
Mediating Effect ◽  
Learning Orientation ◽  
Strategic Learning ◽  
The Impact ◽  
The Relationship

The objectives of this study are to investigate the relationship between learning orientation (LO), entrepreneurial orientation (EO), reconfiguring capability (RC) and export performance (EP) as well as determine the mediating effect of entrepreneurial orientation on the relationship between LO, RC and EP of SMEs in Nigeria. Having employed PLS-SEM on 201 data from SMEs in Nigeria, the findings of the study revealed significant relationship between LO and EP, between RC and EP, and between EO and EP, while the mediating effect of EO on the relationship between LO and EP, and between RC and EP are less statistically significant

Entrepreneurial orientation and firm performance in Italian firms

2020 ◽  
Vol 26 (4) ◽  
pp. 629-646 ◽  
Author(s):  
Jeremy Galbreath ◽  
Lorenzo Lucianetti ◽  
Ben Thomas ◽  
Daniel Tisch
Keyword(s):  
Firm Performance ◽  
Firm Size ◽  
Entrepreneurial Orientation ◽  
Competitive Strategy ◽  
Low Cost ◽  
Secondary Data ◽  
Content Type ◽  
For Profit ◽  
Contingency Perspective ◽  
The Relationship

PurposeConsidering that context is important and relying on a contingency perspective, the purpose of the study is to analyze the relationship between an entrepreneurial orientation (EO) and firm performance in one of the world's oldest economies: Italy. The contingency perspective relies on competitive strategy as a moderating variable.Design/methodology/approachUsing a mix of primary and secondary data sources, relationships are explored in a sample of 229 Italian for-profit firms. Moderated regression analysis is used for the sample and additional tests are conducted by firm size groupings.FindingsThe analysis suggests that an EO is positively associated with firm performance in the sample firms. Further, competitive strategy acts as a moderating influence: a low-cost strategy negatively influences the relationship, while a differentiation strategy positively influences the relationship. The firm size groupings do not appear to affect the results.Research limitations/implicationsThe study examines only for-profit firms in a single country, Italy; therefore, generalizability is limited. The results must be interpreted in light of these limitations.Originality/valueThis study contributes to the entrepreneurship literature by considering a relatively new international context in the EO–firm performance relationship. Further, a new contingency perspective is advanced by considering competitive strategy. In doing so, this study extends an understanding of the conditions under which an EO might be associated with firm performance.

Digital marketing capabilities in international firms: a relational perspective

2020 ◽  
Vol 37 (3) ◽  
pp. 559-577
Author(s):  
Fatima Wang
Keyword(s):  
Firm Size ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
Positive Impact ◽  
Performance Outcomes ◽  
Digital Marketing ◽  
It Adoption ◽  
Marketing Capabilities ◽  
Content Type ◽  
International Firms

PurposeDifferences in digital adoption between firms call for a clearer conceptualization of digital marketing capabilities (DMCs). The purpose of this paper is twofold: (1) to offer a conceptualization of DMCs from a relational dynamic capabilities perspective and (2) to explore performance outcomes of DMCs for international firms, taking into account firm size and entrepreneurial orientation.Design/methodology/approachA survey on a sample of 167 international firms is used and analyzed using hierarchical regression.FindingsDMCs contribute positively to performance. Firms with greater entrepreneurial orientation leverage DMCs more effectively and have better performance. Small firms with strong digital capabilities perform as well as medium-sized firms. Large firms perform marginally better than small and medium-sized firms.Research limitations/implicationsThis paper complements previous IB studies that only study customer-related or supplier- and channel-related IT adoption. It is based on a more holistic conceptualization of DMCs, and draws on market sensing, customer-linking, customer retention, supplier relationship and channel bonding capabilities. It offers new empirical evidence for the positive impact of DMCs on firm performance. It also contributes to small and medium-sized enterprise and digital entrepreneurship literature by comparing the performance outcomes of DMCs for different size firms with varying degrees of entrepreneurial orientation.Practical implicationsThis study provides implementable measures of DMCs. The findings encourage firms to develop entrepreneurial orientation alongside DMCs.Originality/valueThis paper presents DMCs as relational dynamic capabilities and shows the moderating effect of entrepreneurial orientation and firm size on the DMCs–performance relationship.

A meta-analytic study on exploration and exploitation

2020 ◽  
Vol 35 (1) ◽  
pp. 97-115 ◽  
Author(s):  
Xiaofeng Shi ◽  
Lixun Su ◽  
Annie Peng Cui
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Firm Size ◽  
Entrepreneurial Orientation ◽  
Firm Age ◽  
Exploration And Exploitation ◽  
Firm Capabilities ◽  
Content Type ◽  
Size Firm ◽  
The Relationship

Purpose This study aims to fill three theoretical gaps in previous literature on exploration and exploitation: the relationship between exploration and exploitation is inconclusive; the influences of exploration and exploitation on firm performance are not consistent; and no empirical studies have integrated the antecedents of exploration and exploitation from the different research fields. Design/methodology/approach The study conducted a meta-analysis to quantitatively synthesize 143 studies with 257 independent samples to understand the relationship between exploration and exploitation and their consequences and antecedents. Findings The results show that exploration and exploitation are positively correlated with each other, and both of them can boost firm performance. Moreover, firm capabilities, firm size, firm age, competitive intensity, market orientation and entrepreneurial orientation positively influence exploration, and firm resources, firm capabilities, firm size, firm age, market orientation and entrepreneurial orientation positively influence exploitation. Competitive intensity negatively influences exploitation. Surprisingly, market turbulence does not significantly influence exploration or exploitation. Originality/value The results not only contribute to the theories by reconciling the inconsistent results but also provide insight for firms with guidance about under what conditions they should use what strategies.

Complex Problem Solving and Worked Examples

2009 ◽  
Vol 23 (2) ◽  
pp. 129-138 ◽  
Author(s):  
Florian Schmidt-Weigand ◽  
Martin Hänze ◽  
Rita Wodzinski
Keyword(s):  
Problem Solving ◽  
Cognitive Load ◽  
Learning Experience ◽  
Worked Examples ◽  
Complex Problem ◽  
Complex Problem Solving ◽  
Strategic Learning ◽  
Learning Behavior ◽  
Worked Example ◽  
8Th Grade

How can worked examples be enhanced to promote complex problem solving? N = 92 students of the 8th grade attended in pairs to a physics problem. Problem solving was supported by (a) a worked example given as a whole, (b) a worked example presented incrementally (i.e. only one solution step at a time), or (c) a worked example presented incrementally and accompanied by strategic prompts. In groups (b) and (c) students self-regulated when to attend to the next solution step. In group (c) each solution step was preceded by a prompt that suggested strategic learning behavior (e.g. note taking, sketching, communicating with the learning partner, etc.). Prompts and solution steps were given on separate sheets. The study revealed that incremental presentation lead to a better learning experience (higher feeling of competence, lower cognitive load) compared to a conventional presentation of the worked example. However, only if additional strategic learning behavior was prompted, students remembered the solution more correctly and reproduced more solution steps.

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