A configurational analysis of the antecedents of entrepreneurial orientation

Pittino, Daniel; Visintin, Francesca; Lauto, Giancarlo

doi:10.1016/j.emj.2016.07.003

Cited by 87 publications

(74 citation statements)

References 144 publications

(168 reference statements)

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“…We followed three main steps in the application of fsQCA. The first step involved the calibration of our data (Cheng, Chang, & Li, 2013; Pittino, Visintin, & Lauto, 2017). We calibrated our raw data following prior work by Cheng et al (2013) assigning full membership only to those cases that exhibited very high values of the antecedents and the outcome variable.…”

Section: Methodology and Datamentioning

confidence: 99%

A Configurational Approach to Family Firm Innovation

Kosmidou

2019

Family Business Review

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This article develops an integrated framework for the examination of innovation drivers in small and privately owned family firms. Drawing from the family-driven innovation model, we study how factors at the family, the firm, and the environment level combine into distinct configurations that spur innovation. Analyzing 277 family firms using fuzzy-set qualitative comparative analysis, we find six configurations leading to high innovation and show that none of the antecedents is necessary for it. Building inductively on our configurations, we also derive propositions about the combinations of factors leading to high innovation. Implications for research and practice are discussed.

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Section: Methodology and Datamentioning

confidence: 99%

A Configurational Approach to Family Firm Innovation

Kosmidou

2019

Family Business Review

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“…In particular, in the attempt to avoid any losses to the family's wealth, family members might remain anchored to past strategies and established routines. Path dependence in strategic decision‐making can constrain the leader's opportunity to engage in innovation (e.g., Salvato et al ., 2010), and more generally, to develop an EO attitude in the family business (Pittino et al ., 2017). This might be due to the propensity of some family members to create a business culture characterized by inflexibility and resistance to change, and hence more easily controlled by the family (Hall et al ., 2001).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Campopiano

Brumana

Minola

et al. 2019

European Management Review

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Growth brings lifeblood to sustain longevity across generation, but also critical challenges for family business. Relying on the behavioral agency model and its assumptions on risk-bearing in family firms, we discuss and test the effect of family involvement in the top management team (TMT) on family business growth. We use an inputbehavior-outcome framework based on the mediating role of entrepreneurial orientation. We also consider the moderating role of different ownership structures on the relationship between family involvement in the TMT on entrepreneurial orientation (EO). Results based on survey data collected by the STEP research consortium support the hypothesized negative effect of family involvement in the TMT on growth, fully mediated by EO. We also find that the presence of passive family members as majority shareholders and multigenerational involvement in ownership are important contingencies of the direct effect. Our evidence points to the fact that risk-bearing in family firms is not just dependent on the degree of family involvement in management, but also on the interests of different types of shareholders. We show that the at-times stylized negative traits of family firms are not universally valid, and that a comprehensive view of family influence over the business is needed to ascertain whether and to what extent these firms actually achieve growth.

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“…Defenders: Unlike with prospectors, this is when entrepreneurs do not produce or create new products/markets but, rather, improve their efficiency and place more focus on their products (Andrews et al, 2009;Pittino, Visintin and Lauto, 2009;Tang and Tang, 2012). They typically maintain the same set of products and customers (Tandon, Sharma and Uma, 2010) and gain competitive advantages through price, quality, and services.…”

Section: Strategy Typologymentioning

confidence: 99%

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

OMISORE¹

2019

Preprint

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Corporate entrepreneurship is a process that encourages formulating and implementing new ideas, taking risks, and creating new ideas to start new businesses. It is associated with innovation, which results in entrepreneur wealth and adds value for an organisation and the customers that buy the products. The Nigerian manufacturing sector has been underperforming in the past decade with numerous firms in the sector operating at less than 30% of initially installed capacity. Despite various industrial transformation programmes initiated by the successive governments to boost manufacturing outputs, most firms in this sector do not seem to have made any significant progress in response. Reasons for this underperformance is arguably due to the misalignment between ‘externally-driven’ policies and the ‘internal processes’ within the individual firms of various sizes. To explore and unravel the undercurrents impelling the seeming strategy- environment misalignment, this study takes a recourse to the strategic management literature. It draws from the intersectionality of strategy-environment congruence and the attendant moderating effect on performance. In order to drill down to conceptual specifics, it builds on the 3Cs framework (competence, commitment and co-ordination) initially propounded by Jha and Iyer (2007). Based on a sample of 32 manufacturing firms and leaning on the qualitative methodological approach (using interpretative phenomenological analysis), the study sought to gain situated, contextual, insights into the perceptions of the phenomenon as demonstrable in the strategic configuration. It interrogated respective processes of strategy formulation and implementation in the degree to which they are moderated by the contending environmental variables and the cumulative impact on corporate performance. This is the level of analysis at which corporate entrepreneurship behaviour, in terms of both antecedents and consequences, profoundly manifests itself; mirroring management behaviour, sensitivity and predilections towards environmental scanning capabilities. The sample of firms was drawn from firms of varying sizes in four geopolitical zones of Nigeria – South West, South East, South, and North Central. Results indicate profound ambivalences in the nature of the operating environment and the signals emitted there from which, in turn, truncates entrepreneurial behaviours of firms. Essentially, negative perceptions of the environment militated against strategic coherence, thus adversely impacting corporate performances. Essentially, the eclectic 3Cs paradigm holds strong explanatory as well as diagnostic force in explicating the setbacks of the Nigerian manufacturing sector. The analytical prism is a novelty and offers tremendous latitude for sketching out appropriate turnaround intervention strategies.

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A configurational analysis of the antecedents of entrepreneurial orientation

Cited by 87 publications

References 144 publications

A Configurational Approach to Family Firm Innovation

A Configurational Approach to Family Firm Innovation

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

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