Entrepreneur´s attitude towards innovativeness and competitive aggressiveness: the case study of Czech micro-enterprises

Abstract

Abstract. Th e aim of this article is to evaluate the diff erences in the attitude of microenterprises´entrepreneurs to the selected constructs of entrepreneurial orientation (EO), specifi cally to innovativeness and competitive aggressiveness according to the selected socio-demographic factors (gender, education and duration of doing business by the fi rm).Th e research was conducted in the Czech Republic in 2015. On the sample of 740 micro-enterprises, we attempt to fi nd out diff erences in owners' approaches to innovation and competitive aggressiveness between men and women, entrepreneurs, university educated and other education (secondary school with and without graduation) and "older" (active in the market for more than 10 years) and younger micro-enterprises. More than 50% of the micro-enterprises surveyed regularly develop new products and services in their companies, but only 30 % of them support their activities also with suffi cient amount of fi nances. 66 % of micro-enterprises try to exploit anticipated changes in their target market and 58 % take the initiative to get ahead of competition. We found out, that the factor that caused statistically signifi cant diff erences between the determined groups was the time of operating in the market.

Entrepreneurial Orientation in Micro and Small Enterprises of Traditional Food Centers in Bandung, West Java

“…It can support any kinds of entrepreneurial activities which is adopted by the organizations directly or indirectly (Stambaugh, Martinez, Lumpkin, & Kataria, 2017). In that term, EO is usually as the conservative concept that can measure the entrepreneurship of Small and Medium Enterprises (SMEs) (Cuevas-Vargas, Parga-Montoya, & Fernández-Escobedo, 2019; Mohamad & Chin, 2019;Zhu, Liu, & Chen, 2018;Aloulou, 2019), micro-enterprises (Schachtebeck, Groenewald, & Nieuwenhuizen, 2018;Al Mamun, Kumar, Ibrahim, & Bin Yusoff, 2017;Neneh & Van Zyl, 2017;Kozubíková & Zoubková, 2016), and family firm (Kallmuenzer, Strobl, & Peters, 2018;Imran, Jian, Haque, Urbański, & Nair, 2018;Sung & Park, 2018;Kee & Rahman, 2018;Micheels & Boecker, 2017;Jansson, Nilsson, Modig, & Hed Vall, 2017). Besides that, EO has become one of the most established constructs in entrepreneurship and management research (Covin & Miller, 2014;Wales, Shirokova, Sokolova, & Stein, 2016).…”

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“…In its modern sense the term 'social enterprise' was introduced to the European official terminology by the European Commission in 2011 and since then it has been used to cover the following types of business (European Commission, 2011): -those for which the social or societal objective of the common good is the reason for the commercial activity, often in the form of a high level of social innovation (Kozubíková & Zoubková, 2016), -those where profits are mainly reinvested with a view to achieving this social objective, -and where the method of organisation or ownership system reflects their mission, using democratic or participatory principles or focusing on social justice.…”

The Use of Financial and Nonfinancial Measures within Innovation Management Control: Experience and Research

“…Innovation contributes to the winning of competitive advantages (Kozubikova & Zoubkova, 2016;Lahovnik & Breznik, 2014). Substantial evidence exists that innovation process and resulting innovation outputs are the important determinants of company performance, indicating that innovators outperform non-innovating companies (Baldwin & Gellatly, 2003;Calabrese et al, 2013;Gronum et al, 2012;Guo et al, 2005;Klomp & van Leeuwen, 2001;Li & Atuahene-Gima, 2001;Mansury & Love, 2008;Pittaway et al, 2004;Rosenbusch et al, 2011;van Wijk et al, 2008;Zhou, 2006).…”