Entrepreneurial Orientation and Government Intervention to Support Small Businesses Performance in Jordan

2016 ◽  
Author(s):  
Haitham Alhinity
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Government Intervention

Entrepreneurial, strategy and performance in restaurants and similars

2020 ◽  
Vol 11 (3) ◽  
pp. 128-143
Author(s):  
Mércia Crisitley Barrêto Viana ◽  
Kleber Cavalcanti Nóbrega ◽  
Lieda Amaral Souza
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Structural Equations ◽  
Service Strategy ◽  
Individual Entrepreneurial Orientation ◽  
Restaurant Management ◽  
Managerial Implications ◽  
And Performance ◽  
Entrepreneurial Strategy

Restaurants tend to be small businesses, operated almost in a self managed way, by their entrepreneur owners or a contracted manager. The way these managers conduct their business depends much on their individual abilities to run the company. This research aimed to investigate the possibly existing influences between individual entrepreneurial orientation (IEO), service strategy (SS) and business performance (BP). A construct was developed to run the study, including hypothesis joining the three influences. Questionnaires using Likert scale were built and validated. Survey was conducted with 260 restaurant, bars and hotel owners or managers. Data were analyzed through modeling of structural equations. Results confirmed the three hypothesis: H1: IEO positively influences SS; H2: IEO positively influences BP; H3: SS positively influences BP. Theoretical contributions were made through the construct building. Managerial implications are listed, in order to help restaurant management better run their business.

scholarly journals Efforts to Increase Marketing Performance of Small and Medium Enterprises in Central Java, Indonesia

2020 ◽  
Vol 4 (1) ◽  
pp. 11-19
Author(s):  
Mudiantono Soekirman ◽  
Fajar Ayu Suryani
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Distribution Channel ◽  
Equation Model ◽  
Marketing Performance ◽  
Central Java ◽  
Medium Enterprises

Business competition in the current era of globalization requires companies to have a strategy to win the market. Strategic management has an important role for the survival of the company. The existence of such competition is also felt by small businesses such as Small and Medium Enterprises (SMEs). The increase in the number of SME units in Central Java was not followed by an increase in average sales of SMEs. This study aims to analyze the effect of distribution channel, ERP implementation and entrepreneurial orientation on marketing performance with competitive advantage as an intervening variable. The population in this study were small and medium enterprises owners in Central Java. Six hypothesis were formulated for this study. To test those hypothesis, this study used 104 respondent. Structural Equation Model (SEM) was applied to this study using AMOS 24  as a tool. The results of this study shows that competitive advantage is the most variable in influencing the marketing performance, while this  competititve advantage has entrepreneurial orientation as highest variable in influencing it. This study suggests that if SMEs want to increase their marketing performance, they must increase  their competitive advantage. This competitive advantage can be increase by increasing the entrepreneurial orientation.

scholarly journals Determinants of small business performance in a selected region in South Africa: the role of entrepreneurial orientation and competitive advantage

2021 ◽  
Vol 18 (1) ◽  
pp. 1-20
Author(s):  
S.S. Mtshali ◽  
◽  
WT Chinyamurindi ◽  
Keyword(s):  
South Africa ◽  
Small Business ◽  
Competitive Advantage ◽  
Failure Rate ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Mediating Effect ◽  
Managerial Implication ◽  
The Relationship

Background: Small businesses in South Africa are an important engine for economic growth. However, the failure rate amongst such businesses remains high. Purpose of study: There is an increasing need for research that explores how small business performs especially on the African continent noted to have a high failure rate of enterprises. The aim of the study was two-fold. Firstly, to ascertain the relationship between entrepreneurial orientation and business performance. Secondly, the study sought to ascertain the mediating effect of competitive advantage on the relationship between entrepreneurial orientation and performance. Design/Methodology/Approach: The study adopted a positivist approach utilising the quantitative methodology to survey a sample of 177 small business owners/managers. Results/Findings: The findings show the existence of a positive and significant relationship between entrepreneurial orientation and business performance. Further, the findings also show that competitive advantage mediates the relationship between entrepreneurial orientation and business performance. Recommendations: Based on these findings, interventions are proposed that relate to how business performance can be improved within an African small business context. Managerial implication: In addressing the failure rate challenge faced by small businesses, the study encourages continued quests and interventions that promote competitive advantage and entrepreneurial capability development.

Entrepreneurial orientation, market orientation and performance of SMEs in the manufacturing industry

2017 ◽  
Vol 40 (3) ◽  
pp. 292-309 ◽  
Author(s):  
Bereket Mamo Buli
Keyword(s):  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Developing Economies ◽  
Positive Influence ◽  
Sustainable Growth ◽  
Superior Performance ◽  
Content Type

Purpose The Purpose of this paper is to examine the difference in the performance of Small Business using Entrepreneurial and market orientation. There is solid empirical evidence confirming the importance of small and medium-sized enterprises (SMEs) in economic development. Using entrepreneurial and market orientations, this paper investigates the extent to which this strategic orientation contributes to the superior performance of manufacturing SMEs. Design/methodology/approach A total of 171 SME managers participated in the survey research. Multiple and linear multiple regression were applied to test the hypotheses. Findings The empirical result reveals that integrating entrepreneurial and market orientations into the operation of SMEs contributes to superior performance, which in turn enables them to thrive in institutionally complex and economically turbulent environments. Except for innovativeness, each dimension of entrepreneurial orientation along with market orientation has a positive influence on business performance of small businesses. Practical implications Developing economies see SMEs as a path out of poverty, thereby realizing industrialization and sustainable growth. There is a keen interest to adopt proactive policies so as to create competitive domestic industries. Conversely, this can only be realized if states develop policy measures that prioritize or at least emphasize on highly growing SMEs rather than creating jobs that are neither productive nor decent. Originality/value The present paper confirms previous findings and contributes additional evidence that suggests working on entrepreneurial and market orientations of SMEs will improve performance and compensate the multi-dimensional constraints imposed by the existing market in developing economies. The finding of this study offers important insights for managers and policymakers.

scholarly journals The influence of the owner-manager of small tourism businesses on the success of internet marketing

2007 ◽  
Vol 38 (3) ◽  
pp. 15-28 ◽  
Author(s):  
R. Elliott ◽  
C. Boshoff
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Geographical Location ◽  
Internet Marketing ◽  
Tourism Industry ◽  
The Internet ◽  
Full Potential ◽  
Level Of Involvement ◽  
Marketing Orientation ◽  
Use Of The Internet

Small businesses have been identified as a catalyst for creating jobs and generally growing the economy. One industry that is characterised by the proliferation of small businesses is the tourism industry. Key to this industry reaching its full potential is, however, access to markets. The Internet is seen by many as having the potential to help small tourism businesses understand their markets better, extend their market reach and to serve their customers more effectively, irrespective of their geographical location. However, identifying the factors that influence the success of the use of the Internet for marketing purposes is proving elusive.The focus of this study is to identify those owner-manager factors that are present in a small tourism business which will influence the success with which the Internet can be used to market the business. These are distinct from the factors implicit in the technology per se. If these owner-manager factors can be identified and their relative influence on Internet marketing success is determined, it will allow small tourist businesses to access markets more readily.The results of this study indicate that the level of involvement of owner-managers, the owner-manager having an entrepreneurial orientation, the knowledge of owner-managers, the involvement in decision making of owner-managers and a marketing orientation are important to the successful use of the Internet for the marketing of small tourism businesses in South Africa.

scholarly journals Pengaruh Orientasi Pasar, Orientasi Dan Kompetensi Kewirausahaan Terhadap Kinerja Usaha

2021 ◽  
Vol 3 (1) ◽  
pp. 72
Author(s):  
Agung Coasanata Zaini ◽  
Sarwo Edy Handoyo
Keyword(s):  
Market Orientation ◽  
Significant Influence ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Business Performance

The purpose of this study is to examine the effect of market orientation, entrepreneurial orientation and entrepreneurial competence on the performance of culinary micro and small businesses in West Jakarta. This study took a sample of 75 companies and tested using SmartPLS 3.0. This study can explain that market orientation, entrepreneurial orientation, and entrepreneurial competence have a significant influence on business performance. Tujuan dari penelitian ini adalah untuk menguji pengaruh dari orientasi pasar, orientasi kewirausahaan dan kompetensi kewirausahaan terhadap kinerja usaha mikro kecil dan menengah kuliner di Jakarta Barat. Penelitian ini mengambil sampel sebanyak 75 perusahaan dan diuji menggunakan SmartPLS 3.0. Penelitian ini dapat menjelaskan bahwa orientasi pasar, orientasi kewirausahaan, dan kompetensi kewirausahaan mempunyai pengaruh yang signifikan terhadap kinerja usaha

Radical and incremental entrepreneurial orientation: The effect of knowledge acquisition

2011 ◽  
Vol 17 (3) ◽  
pp. 326-343 ◽  
Author(s):  
Ana Maria Bojica ◽  
Maria del Mar Fuentes ◽  
José María Gómez-Gras
Keyword(s):  
Knowledge Acquisition ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Positive Influence ◽  
Resource Based View ◽  
Information And Communication ◽  
Collaborative Context ◽  
And Performance ◽  
The Relationship ◽  
Knowledge Market

AbstractA firm's collaborative context can represent an important source of knowledge for sustaining its entrepreneurial outcomes. Drawing on entrepreneurship and resource-based view literature, we study how the acquisition of knowledge from inter-firm ties affects the relationship between entrepreneurial orientation and performance, distinguishing between two types of knowledge, market and technological, and between two types of entrepreneurial orientation, radical and incremental. The results of the study on a sample of 203 Spanish small businesses from the Information and Communication Technology (ICT) sector suggest that knowledge acquisition plays different roles, depending on the type of entrepreneurial orientation developed and also on the type of knowledge exchanged. In particular, market and technological knowledge acquisition positively moderate only the relationship between radical entrepreneurial orientation and performance, while in the case of incremental entrepreneurial orientation we find only a direct positive influence of market knowledge acquisition on performance.

Enacting Entrepreneurship in ‘Informal’ Businesses

2013 ◽  
Vol 14 (3) ◽  
pp. 137-149 ◽  
Author(s):  
Alistair Anderson ◽  
Sana El Harbi ◽  
Meriam Brahem
Keyword(s):  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Case Analysis ◽  
Competitive Environment ◽  
Formal Sector ◽  
High Unemployment ◽  
Dead End ◽  
Informal Entrepreneurship ◽  
The Arab Spring ◽  
Push And Pull

The objective of this paper is to establish whether informal firms have entrepreneurial possibilities, or are marginal and inconsequential. The authors explore the nature of informal entrepreneurship in the theoretically rich context of Tunisia where, in the turbulent aftermath of the Arab Spring, the fiercely competitive environment is characterized by high unemployment while informal enterprise flourishes. The authors critically examine concepts of push and pull, necessity and opportunity entrepreneurship, as used in some studies to ‘explain’ informal entrepreneurship as inferior. It is argued that these are descriptors and that it is wrong to ascribe causality to them with regard to the nature of businesses. Consequently, it is maintained that informal enterprises have been wrongly construed as dead-end, marginal small businesses with no entrepreneurial future. The paper presents a comparative case analysis of three informal and three formal firms, using the framework of entrepreneurial orientation. The authors find that, although their nature does affect size and growth, informal enterprises are entrepreneurial. Moreover, when viewed more broadly, these businesses are but a different form of entrepreneurship. Their entrepreneurial ‘fit’ is in the opportunity created by their context and circumstances. It is therefore conceptually wrong to dismiss them as marginal, but practically right to seek out ways to bring them into the formal sector.

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