Entrepreneurial and small and medium-sized enterprises (SMEs) firm performance is a complex, multifaceted construct that should be examined with an eye toward its complexity. Our research study seeks to accomplish this examination by proposing a conceptual model of SME performance with two distinct but related outcome dimensions-growth as one dimension and profitability as another. We propose hypotheses for relationships between four antecedent factor conditionsenvironmental hostility, firm size, innovation capability, and internationalizationand an SME's likelihood to pursue either product improvement or process improvement as their primary strategic orientation. Furthermore, we propose that an SME product improvement orientation likely has greater influence on growth and profit performance than will a process improvement orientation. The findings of the study suggest that internationalization and innovator position have a positive impact on new product and process improvements, while environmental hostility, internationalization, and product improvement have positive influences on growth as a performance dimension. In addition and as hypothesized, the product improvement orientation is positively associated with growth and in turn profitability, whereas the process improvement orientation showed no statistical relationship to growth and ultimately profitability.

Intention‐behaviour models specify as a boundary condition that the intention‐behaviour relationship should be measured over a short period of delay. However, a measure of intention that exists just prior to performance of the behaviour has limited feasibility and practical utility. Using meta‐analysis, the present study explores the relationship between time and the intention‐behaviour (I‐B) correlation in Fishbein and Ajzen's intention‐behaviour models. Self‐reported behaviours, how intention is measured, and type of behaviour are explored as moderators to this relationship. The average I‐B correlation coefficient remains strong over a prediction interval of as long as 15 years. The I‐B correlation is significantly influenced by the use of self‐report measures of behaviour over time and type of behaviour; however, it is not influenced by how intention is measured.

The National Wilms' Tumor Study, initiated in 1969, tested competing treatment strategems for patients with tumors ranging from Group (Gp) I (tumors confined to the kidney and totally removed) to Gp IV (remote metastases present at diagnosis). Three hundred and fifty‐nine of 606 registered patients were randomized in the trial. Gp I patients under 2 years of age fared well whether postoperative radiation therapy (RT) was or was not added to 15 months' maintenance actinomycin D (AMD). Their prognosis was better than that for older cohorts similarly treated, in whom the difference in relapse rates between treatment groups were suggestive of an RT effect. Combined AMD and vincristine (VCR) gave better results than either agent alone in patients with more advanced tumors (Gps II and III) still confined to the abdomen, all of whom received postoperative RT as well. Preoperative VCR given Gp IV patients in addition to postoperative RT, AMD, and VCR did not improve results. The frequency of mesoblastic nephroma (1%), of bilateral tumors (5%), and of incorrect preoperative diagnosis of Wilms' tumor (5%), the toxicities of the various regimens, and other ancillary data are presented and discussed.

The logical foundations shaping three prominent streams of strategic management thought are summarized and then compared and contrasted. The intent is to determine whether these research streams are restatements of a single core logic using different terms to describe the same phenomena and relationships, or whether they provide alternate, and potentially competing, explanations for effective strategic action. Analysis reveals some concordant assertions, some similarities across pairs of frameworks, and some fundamental contradictions among the various logic sets. Since key elements in the fundamental premises of each research stream present logical contradictions with each of the other two, a strategy derived from an integration of these perspectives creates inconsistencies in a firm’s enacted context, its assumptions about strategy making, and its administrative arrangements. As circumstances change, a firm may be required to undergo a ‘core logic shift’ to maintain consistency between its strategy and its strategic context. When a shift becomes necessary, a firm needs to overcome structural inertia, competitive inertia, organizational momentum, and its current management logic to maintain internal consistency. Additional implications of the comparison of these three logics for both theory and practice are discussed. Copyright © 1999 John Wiley & Sons, Ltd.

Purpose – The purpose of this paper is to investigate the relationship between learning orientation (LO), entrepreneurial orientation (EO), and firm growth in small- and medium-sized firms (SMEs). The authors theoretically argue for a mediation effect of EO on the relationship between LO and growth. The study considered how companies that value learning enact actions to affect firm outcomes. This is particularly important for small firms that may not be capable of withstanding significant shocks in the marketplace. Design/methodology/approach – The research design employed the survey method for data gathering and resulted in 105 completed responses from CEOs/presidents of SMEs. To examine the construct validity of the measurement dimensions the authors used a multistage process. Additionally, the authors employed a competing models analytic design to determine the presence and strength of mediating effects of the EO construct. Findings – The findings empirically demonstrate the notion that firm cultural values embodied in a LO and translated into action behaviors by an EO is positively related to SME growth and adaptation. The research also supports the notion that learning is an important element in opportunity recognition insofar as opportunity recognition is entrepreneurial or reflecting an EO. SMEs that are open to learning may identify opportunities to exploit through an EO that facilitates growth. In the face of dynamic external environments and competitive conditions SMEs are well served by being more creative and entrepreneurial. Research limitations/implications – The design of the study is limited by single source, key respondents in SMEs, and has the potential for common method bias even though the authors tested for this effect successfully. Originality/value – The study contributes to the literature by examining how learning and an orientation toward entrepreneurial behavior affect the growth of firms. These findings will be of value to both scholars and entrepreneurs.