Entrepreneurial Mindset: Examining the Contribution of Deliberative and Implemental Mindsets to SME Internationalization

Ahimbisibwe, Godwin Mwesigye; Ntayi, Joseph Mpeera; Ngoma, Muhammed; Bakunda, Geoffery; Munene, John C.; Esemu, Timothy

doi:10.53703/001c.29735

Cited by 4 publications

(3 citation statements)

References 26 publications

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“…The use of planning frameworks and tools has also been associated with a greater technical ability and the migration of SMEs to more productive technology [90] and improvement in the levels of corporate entrepreneurship [91]. Applications of strategic planning using tools and frameworks have achieved success in SME incubators [92], business model innovation [93], and the creation of a managerial enterprising mindset [94].…”

Section: Challenges Of Implementing Ppm To Support Sme Planning Successmentioning

confidence: 99%

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Hadjinicolaou

Kader²,

Abdallah

2021

Sustainability

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The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.

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Section: Challenges Of Implementing Ppm To Support Sme Planning Successmentioning

confidence: 99%

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Hadjinicolaou

Kader²,

Abdallah

2021

Sustainability

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“…Consequently, SMEs are regarded as a backbone for most world economies. They contribute about 52% of global output and over 40% of growth domestic product for most countries (Chiukira, 2021; Ahimbisibwe et al , 2021). This contribution perhaps explains the increased efforts by governments in developing countries to support the international expansion of these firms.…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial mindset and SME internationalization in Uganda: the mediating role of international networking

Ahimbisibwe

Ngoma

Nabatanzi-Muyimba

et al. 2023

RIBS

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Purpose The purpose of this paper is to investigate the mediating role of international networking in the relationship between entrepreneurial mindset and small- and medium-sized enterprise (SME) internationalization using evidence from exporting SMEs in Uganda. Design/methodology/approach This study adopted a cross-sectional research design. Data were collected through a questionnaire survey of 206 exporting SMEs that are members of the Uganda Export Promotions Board. Data was analysed using SPSS and SmartPLS. Findings The study established that international networking mediates the relationship between entrepreneurial mindset and SME internationalization. This suggests that international networking is a conduit through which entrepreneurial mindset relates to SME internationalization. Research limitations/implications This study was conducted within the particular national context of Uganda. Replication of this research within other settings is needed to cross-validate the present findings. The study reveals that the entrepreneurial proclivity of managers and owners of exporting SMEs in Uganda can be enhanced through establishing networks in foreign markets to realize international expansion. SMEs should therefore initiate, build and strengthen partner relationships in foreign markets for successful international expansion. Practical implications The study reveals that the entrepreneurial proclivity of managers and owners of exporting SMEs in Uganda can be enhanced through establishing networks in foreign markets to realize international expansion. SMEs in Uganda should, therefore, strive to support entrepreneurial-oriented individuals to initiate and establish foreign market partnerships for successful international expansion. Originality/value To the best of the authors’ knowledge, this is the first study to investigate the mediating role of international networking in the relationship between entrepreneurial mindset and SME internationalization from a developing country of Uganda.

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“…In organizational settings, researchers have identified personal characteristics that make individuals more apt to identify and act on new business opportunities (Ahimbisibwe et al, 2021). For example, entrepreneurs are more inclined to be risk takers and apply an individualistic approach toward the work environment (Antoncic et al, 2018;McGrath et al, 1992).…”

Section: Introductionmentioning

confidence: 99%

When ‘Good Enough’ Is Not Enough: The Role of Maximizing or Satisficing Decision-Making Styles, Innovation Behavior, and Entrepreneurial Alertness in the Pursuit of New Business Opportunities

Soltwisch

Syed

2022

Journal of Small Business Strategy

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This paper investigates whether an individual’s tendency to maximize when making decisions influences their entrepreneurial intentions, innovation behavior, entrepreneurial alertness, and opportunity evaluation. It is predicted that maximizers will have greater entrepreneurial intentions. Underlying this process, it is predicted that maximizers will report greater innovation behavior and entrepreneurial alertness. Using data from a survey of 253 working professionals in the U.S., hypotheses are tested using multiple regression and mediation analysis. The results suggest that maximizers have higher entrepreneurial intentions, and that this relationship is mediated by their innovation behavior and entrepreneurial alertness. A second study is conducted with a survey of 192 students to explore how maximizers evaluate a specific entrepreneurial opportunity, and how their evaluation influences their entrepreneurial intentions. Using mediation analysis, findings of study 2 suggest that maximizers are more likely to see business opportunities as attractive, which increases their entrepreneurial intentions. The second study also replicates the main results of study 1 in a unique sample.

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Entrepreneurial Mindset: Examining the Contribution of Deliberative and Implemental Mindsets to SME Internationalization

Cited by 4 publications

References 26 publications

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Entrepreneurial mindset and SME internationalization in Uganda: the mediating role of international networking

When ‘Good Enough’ Is Not Enough: The Role of Maximizing or Satisficing Decision-Making Styles, Innovation Behavior, and Entrepreneurial Alertness in the Pursuit of New Business Opportunities

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