Developing a measurement for strategic entrepreneurship by linking its dimensions to competitiveness in knowledge-based firms

Fatma

Contextual Strategic Entrepreneurship

et al. 2021

The last three decades have seen focussed research on entrepreneurship and related strategic entrepreneurship. Organisations try to achieve global competitiveness by adopting strategic entrepreneurship. Despite having extensive benefits, we find that strategic entrepreneurship in developing countries is academically understudied. Further, due to several barriers, its adoption in practice is limited. This chapter primarily aims to identify the significant barriers towards adopting strategic entrepreneurship for the strategic management of entrepreneurial organisations. Thus, through expert inputs, twelve barriers were modelled through Interpretive Structural Modelling (ISM). ISM models the interrelationship among the identified barriers so that the organisation can mitigate these barriers effectively. The most significant barriers revealed by the study were 'strategic entrepreneurship awareness', 'lack of entrepreneurship culture' and 'limited financial support to knowledge-based firms'.Further, in the next step, MICMAC analysis is applied to assess the identified barrier's driving and dependence power. These barriers are clustered into four categories, based on the driving/dependence power, namely autonomous, dependent, linkage and driver clusters. The finding of this study suggests that 'strategic entrepreneurship awareness', 'lack of entrepreneurship culture' and 'limited financial support to knowledge-based firms' are the most significant barriers towards the successful adoption of strategic entrepreneurship. Therefore, management needs to provide greater attention to the mentioned barriers to adopt a strategic perspective towards entrepreneurship.

Section: Literature Reviewmentioning

confidence: 94%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Modelling of Barriers Towards the Adoption of Strategic Entrepreneurship: An Indian Context

Fatma

Contextual Strategic Entrepreneurship

et al. 2021

“…Some of the pertinent research on SE includes work by Siadat and Naeiji [9], who identified the key components and dimensions of SE and used factor analysis to examine its characteristics. Their findings demonstrated that the competitiveness of knowledge-based organisations is positively impacted by the opportunity-based attitude, proactive behaviour, risk-taking behaviour, and constant innovation and value creation.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…SE has garnered increasing scholarly interest in recent years due to its practical importance, and study on the notion of SE has increased greatly since its origin, resulting in a vast research and literature domain [8]. Many researchers emphasise the identification of the growth prospects in SE [9,10]. SE is receiving attention because it supports firms to innovate in terms of employees' abilities and skill development and creating innovative ventures [11].…”

Section: Introductionmentioning

confidence: 99%

Analysing the Barriers of Strategic Entrepreneurship: A DEMATEL Approach

Khan,

Fatma,

Ali

et al. 2024

Sustainability

Entrepreneurship research has developed in the last twenty years and now the focus is on Strategic Entrepreneurship (SE). SE can provide the sustainable growth of an organisation and increase its competitiveness globally. Despite these advantages, developing countries cannot reap the benefits of SE due to various barriers. Therefore, this study aims to identify and model the barriers of SE to the development of organisational management. Initially, the barriers of SE are identified through a literature review and further validated with a domain expert. The causal relationship among the barriers is modelled using the decision-making trial and evaluation laboratory (DEMATEL) method. The result suggests that low awareness of SE, risk aversion, and low financial support are the major barriers in the development of SE that need to be mitigated. Further, this analysis also categorises these barriers into a cause-and-effect group. Six barriers belong to the cause group and the remaining four are part of the effect group. Knowledge of the barriers is helpful for policymakers to design development strategies and helps business development managers in the successive planning of the organisation. The understanding of the interrelationship among the barriers will help the organisation to remove these barriers in an optimal manner. The findings of the study will be helpful for top management and strategic planners to advance design thinking and strategic planning. The contribution of this research lies in the identification of barriers to SE and their causal relationships, which have been scarcely examined in the existing literature.

International Journal of System Dynamics Applications

The Impact of Human Resource Planning (HRP) in Achieving the Strategic Goal of the Firm With the Moderating Role of Organizational Innovation

Hani

2021

The aim of this study is to ex amine the impact of human resource planning (HRP) in achieving strategic goal of the firm and organizational productivity. Structural equation modeling (SEM) approach is used to investigate causal relationship among exogenous and endogenous variables. Findings indicate that underpinned factors like talent management, succession planning, job analysis, staffing plan, and career development have showed positive impact to predict strategic goals of the firm. The interaction effect between achieving strategic goal and organizational innovation is found significant and confirmed that the positive relationship between achieving strategic goal of firm and organizational productivity will be stronger when organizational innovation is higher. Effect size analysis〖 f〗^2 indicates that employee creativity has the highest effect size in achieving strategic goal of the firm. Finally, the current study contributes to theory and practice while showing the importance of human resource planning in predicting organizational productivity.