Adding the entrepreneurial orientation among the theoretical perspectives to analyse the development of research-based spin-offs

Verbano, Chiara; Crema, Maria; Scuotto, Veronica

doi:10.1177/1465750319874592

Cited by 13 publications

(17 citation statements)

References 93 publications

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“…Social skills contribute to post-succession performance and, more widely, to the success of the succession process (Yezza and Chabaud, 2020). More generally, one can consider that social skills contribute to the effective use of social capital (Baron and Markman, 2003) and even of social resources (Verbano et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

The impact of bridging social capital in family firms' performance: exploring the mediation role of successor's social skills

Yezza

Chabaud

Dana

et al. 2021

IJEBR

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PurposeThis paper investigates the impact of bridging social capital on the financial and non-financial performance of family businesses and explores the mediation role of social skills in the context of family succession.Design/methodology/approachA quantitative study, through questionnaires, was conducted among 105 Tunisian family firms that have experienced a family succession for at least one year. The PLS-SEM analysis method was used to test the research hypothesis.FindingsResults show that an increase in external social capital is positively associated with financial performance and family-centred non-economic goals, whereas social skills mediate this positive relationship.Originality/valueThe proposed model aims to test the direct effect of bridging social capital on family firms' performance and exploring the mediation role of the successor's social skills.

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Section: Discussionmentioning

confidence: 99%

The impact of bridging social capital in family firms' performance: exploring the mediation role of successor's social skills

Yezza

Chabaud

Dana

et al. 2021

IJEBR

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“…Lumpkin & Dess (1996) affirm the relationship between EO dimensions, including autonomy, proactiveness, risk-taking innovativeness, competitive aggressiveness, and organisational better performance. However, EO's research abundance emphasises three main dimensions: innovativeness, proactivity, and risk-taking (Rank & Strenge, 2018;Verbano et al, 2020;Iborra et al, 2020). These dimensions tend to take two directions: one that takes the construct as a single multidimensional, where EO is a higher-order construct with three subsets that are dealt with as one bundle contributing towards firm-level economic performance (see, for example, Brouthers et al, 2015;Li et al, 2017;Verbano et al, 2020).…”

Section: The Role Of Entrepreneurial Orientation In Smes' Resiliencementioning

confidence: 99%

“…However, EO's research abundance emphasises three main dimensions: innovativeness, proactivity, and risk-taking (Rank & Strenge, 2018;Verbano et al, 2020;Iborra et al, 2020). These dimensions tend to take two directions: one that takes the construct as a single multidimensional, where EO is a higher-order construct with three subsets that are dealt with as one bundle contributing towards firm-level economic performance (see, for example, Brouthers et al, 2015;Li et al, 2017;Verbano et al, 2020). The other direction deals with the three dimensions separately.…”

Section: The Role Of Entrepreneurial Orientation In Smes' Resiliencementioning

confidence: 99%

“…These dimensions tend to take two directions: one that takes the construct as a single multidimensional, where EO is a higher-order construct with three subsets that are dealt with as one bundle contributing towards firm-level economic performance (see, e.g. Brouthers et al, 2015;Li et al, 2017;Verbano et al, 2020). The other direction deals with the three dimensions separately.…”

Section: The Role Of Eo In Smes' Resiliencementioning

confidence: 99%

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The role of entrepreneurial orientation in developing SMEs resilience capabilities throughout COVID-19

Zighan

Abualqumboz

Dwaikat

et al. 2021

The International Journal of Entrepreneurship and Innovation

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Through the lens of entrepreneurial orientation, this study investigates operational practices that (small and medium-sized enterprises) have either adopted or improvised to support small and medium-sized enterprises’ resilience in the face of coronavirus disease 2019. Qualitative data were collected through 43 semi-structured interviews with entrepreneurial resource providers, owners and managers of several small and medium-sized enterprises across different industrial sectors in Jordan. The study contributes to the further understanding of small and medium-sized enterprises’ resilience by conceptually advocating a five-pillars practitioner-grounded framework of small and medium-sized enterprises’ resilience capability (efficiency-based capability, adaptive-capability, collaborative-capability, change-capability and learning-capability). Entrepreneurial orientation has been found to transition and mobilise small and medium-sized enterprises’ resilience to survive major disruptions and threats. Entrepreneurial orientation, in this study, grounded on risk-taking, innovation and proactivity, facilitates developing new capabilities that shield the firm against different threats. Practically, the study suggests several recommendations for small and medium-sized enterprises to meet the challenges of coronavirus disease 2019 and similar future major shocks. Notably, the study suggests that small and medium-sized enterprises should balance short-term operational actions with long-term strategic thinking to build a resilience capability pool.

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“…A reorganization and a rethinking process regarding universities started in recent years with what is well known as an academic revolution (Etzkowitz, 2004). Since the mid-1990s, universities accustomed to the traditional activities (such as teaching and research) have acquired important capabilities aiming to develop social, cultural and economic environments; this constitutes their third mission (Verbano et al ,2020; Scuotto et al , 2019; Etzkowitz and Leydesdorff, 2000; Di Berardino and Corsi, 2018; Vorley and Nelles, 2008; Secundo et al , 2016), which joins the two existing ones.…”

Section: Literature Reviewmentioning

confidence: 99%

The traditional Italian Universities' reaction to the pandemic emergency: The role of the intellectual capital

Paoloni

Modaffari

Mattei

2021

JIC

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PurposeThe lockdown imposed to avoid the increase in the number of infections caused by the pandemic emergency declared in January 2020 has unavoidably compromised the normal functioning of the Universities. They have been forced to stop the operation of their traditional student-oriented activities. In this light, the present work aims to analyse how traditional Italian Universities continue to deliver services to their students during the emergency.Design/methodology/approachQualitative explorative research was done. The paper used a multiple case study focused on two main public universities located in Rome (Italy). The data was collected using action research with participant observation. The activities observed before and during the health emergency are those related to the second mission and their services.FindingsUntil the pandemic emergency arose, in the organizations analysed, the work was done traditionally. When the lockdown started the main instruments adopted to teach and provide the related services to students were the digital tools. Therefore, these devices represent how these organizations could immediately react to face the challenge arising from the impossibility to physically meet the students while continuing to support them in their educational path. Based on the findings obtained these universities fall into the “corporate entrepreneurship” definition.Research limitations/implicationsThe present work has managerial and academic implications. The academic implications can be summarized in two main points: the work (1) promptly analysed the changes necessary to overcome the problematics caused by the pandemic emergency; (2) contributes to the debate concerning the transfer of knowledge using digital tools and their relevance on the intellectual capital. One of the limits of the work is that only two Italian traditional universities are analysed and that the study focuses on universities located in a same city.Practical implicationsOn the other hand, in referent to managerial implications, this paper highlights how the corporate entrepreneurial view could be useful to support an inspected challenge that could happened in a certain historical period. Therefore, a real implementation of the entrepreneurial concepts is preferred.Originality/valueThe paper discussed an original and contemporary topic not yet investigated since it refers to the Universities' reaction to the pandemic emergency in 2020, with the focus on their ability to maintain the intellectual capital value and give more points that could be investigate in the future, as, e.g. a selection of more than three traditional universities or with a comparative case study, useful in highlighting the strengths and weaknesses of the decisions taken in different contexts, considering: (1) telematic universities and traditional universities; or (2) universities located in other countries. Another future line of enquiry could be to focus the analysis on the effective quality of the MOOCs applied at the universities' activities, using the students' opinions obtainable through OPIS (Rilevazione Opinione degli Studenti) or through direct interviews.

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Adding the entrepreneurial orientation among the theoretical perspectives to analyse the development of research-based spin-offs

Cited by 13 publications

References 93 publications

The impact of bridging social capital in family firms' performance: exploring the mediation role of successor's social skills

The impact of bridging social capital in family firms' performance: exploring the mediation role of successor's social skills

The role of entrepreneurial orientation in developing SMEs resilience capabilities throughout COVID-19

The traditional Italian Universities' reaction to the pandemic emergency: The role of the intellectual capital

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