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This study focuses on market orientation in family-owned firms. Market orientation is influenced by organizational characteristics and is at the same time a key antecedent of innovation. Since the generation in control largely shapes the family firm’s organization, the authors examine the relationships between the generation in control, market orientation, and innovation. Using regression analysis, the study demonstrates that later generations show a lower level of market-oriented behavior, that the positive relationship between market orientation and innovation is maintained in a family firm sample, and that the generation in control influences innovation through its influence on market orientation.

Previous studies show that resource constraints have mixed effects on innovation and opportunity identification by entrepreneurs. Sometimes, resource constraints lead to identifying more opportunities, whereas in other cases, entrepreneurs see fewer opportunities. This study explores a new approach to reconcile this inconsistency. Using a sample of 219 small‐ and medium‐sized enterprises (SMEs), we explore relationships between supply and demand constraints, on the one hand, and identifying supply and demand opportunities, on the other hand. The results show that supply constraints have a positive effect on identifying supply opportunities but a negative effect on identifying demand opportunities. Similarly, demand constraints have a positive effect on identifying demand opportunities but a negative effect on identifying supply opportunities. Thus, this study shows that resource constraints direct the entrepreneur's attention toward opportunities inside the constrained domain rather than outside the constrained domain. An important consequence for theory is that a complete explanation of the mixed effects of resource constraints should consider different types of resource constraints and different sources of opportunities simultaneously. For practicing entrepreneurs, being aware of this mechanism can prevent missing out on promising opportunities outside the constrained domains.

S u b m i s s i o n # 1 6 9 0 5 a c c e p t e d f o r t h e 2 0 1 3 A c a d e m y o f M a n a g e m e n t A n n u a l M e e t i n g . after we take the negatively moderating effect of the functional diversity of the entrepreneurial team into account. We observe that having a diversified team turns the positive effect of both prior sales decreases and constraints in marketing and sales capabilities into a negative effect on The Identification of Sustainable Opportunities in Existing Enterprises

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