Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives

Gupta, Vishal K.; Batra, Safal

doi:10.1177/0266242615577708

Cited by 183 publications

(181 citation statements)

References 122 publications

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“…This result is consistent with previous findings that found that organizational performance could be improved if the firms put a strong emphasis on innovativeness, riskiness, proactiveness, competitive aggressiveness, as well as on autonomy in response to market changes (Gupta & Batra, 2015;Walter et al, 2006). This is further supported by Jabeen and Mahmood (2014) who state that firms adopting a strong entrepreneurial orientation are willing to take risks and thus they can innovate quickly, which would result in more innovative products and leading to superior performance.…”

Section: Discussionsupporting

confidence: 91%

“…A significant amount of strategy research has focused on the importance of top management (Hambrick & Mason, 1984) and entrepreneurial behavior (Covin & Slevin, 1989) in determining firm performance. It has been studied predominantly in its relation to the firm performance and has been consistently shown to be highly significant May Chiun Lo / Yin Chai Wang / Constance Rinen Justin Wah / T. Ramayah (Gupta & Batra, 2015). In a meta-analysis of 51 studies, Rauch et al (2009) …”

Section: 6entrepreneurial Orientationmentioning

confidence: 99%

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The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

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Purpose -This paper seeks to examine the relationship between the determinants of organizational performance such as top management support, customer focus, employees' orientation, technology orientation, and entrepreneurial orientation in Malaysia.Design/methodology/approach -A quantitative research design was applied for this study. Data was collected through survey questionnaires applied to business owners and senior managers working in SMEs located in three Malaysian states, using purposive sampling technique. SmartPLS 2.0 (M3) was applied to test the hypotheses.Findings -The findings suggest that both technology and entrepreneurial orientations are significant success factors for SMEs in terms of financial and non-financial performance. In addition, top management support is found to be significantly and positively related to financial performance.Originality/value -The empirical analysis indicates that technology orientation and entrepreneurial orientation add more value to organizational performance. Therefore, it is vital for SMEs to focus on these two critical success factors in order to improve their performance.

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Section: Discussionsupporting

confidence: 91%

Section: 6entrepreneurial Orientationmentioning

confidence: 99%

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

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“…The current study perspective is that, while EO determines specific strategic decisions and resource allocation for the organization (Wiklund & Shepherd, 2005), effective operationalization of EO requires alignment with operational context (Gupta & Batra, 2015). For example, firm entrepreneurial vision, capabilities and activities alone will not be enough to achieve success, unless there is a TQM philosophy in the organization (Sahoo & Yadav, 2017).…”

Section: Introductionmentioning

confidence: 99%

The mediating role of total quality management between entrepreneurial orientation and SMEs export performance

Imran¹,

Aziz²,

Hamid³

et al. 2018

10.5267/j.msl

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The purpose of this study was to investigate the mediating role of total quality management (TQM) between entrepreneurial orientation (EO) and SME export performance in the manufacturing sector of Pakistan. This study was originated from the fact that only a few studies have examined on how the firm's intangible resources and capabilities such as EO and TQM drive SMEs' export performance. Some questionnaires in Likert scale were used to collect the data and 364 usable responses were received from the owner/managers of exporting SMEs. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used for the data analysis. The findings reveal significant relationship between EO and TQM with SME export performance. Furthermore, this study found the complementary mediating role of TQM between EO and SME export performance of manufacturing sector of Pakistan. This study has implications for owner/managers of SMEs. The results offer a better understanding regarding EO and TQM implementation to SMEs owner / managers. Thus, owner/managers of SMEs can take better decisions for the implementation of TQM practices. Furthermore, to the best of researcher's knowledge, this study is the first work, which examines Pakistan`s SMEs export performance in association with the TQM as the mediating factor between EO and SME export performance.

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“…While recent studies support a positive relationship between entrepreneurial orientation and performance outcomes, they also point to a number of important mediating or moderating factors that may explain further how entrepreneurship is translated into organizational outcomes (e.g., Gupta & Batra, ; Semrau, Ambos, & Kraus, ; Stam & Elfring, ; Wales et al, ).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

O’Brien

Scott

Andersson

et al. 2018

Global Strategy Journal

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Research Summary: We use a microfoundations lens to challenge the assumption of a simple relationship between organizational‐level context (subsidiary entrepreneurial orientation) and entrepreneurial outcomes (initiative realization). Drawing on middle manager and subsidiary literature, we argue that the strategic activities of the subsidiary's central actor, the subsidiary CEO (referred to as the subsidiary manager), translates the benefits of subsidiary entrepreneurship for initiative realization. We test this mediating effect of subsidiary manager micro‐level activities on data from 186 individuals. The results of our multilevel mediation analysis show that micro‐activities of subsidiary managers mobilize subsidiary entrepreneurship for initiative realization, “downward” through facilitating subsidiary adaptability and “horizontally” through enabling embeddedness in the local environment. Our findings also challenge the accepted value of “upward” championing alternatives. Revealing the centrality of subsidiary manager activities for unlocking entrepreneurship demonstrates the value of adopting a microfoundations lens for understanding organizational phenomena. Managerial Summary: Multinational companies (MNCs) increasingly expect their subsidiary units to contribute through realizing initiatives, such as new product, service, or process designs. Such outcomes are encouraged through a supporting organizational context for entrepreneurship. But to understand how an entrepreneurial context translates into realized initiatives demands that we apply a microfoundations lens and consider the activities of the subsidiary's central actor, the subsidiary chief executive officer—referred to as the “subsidiary manager.” The subsidiary manager is responsible for mobilizing the subsidiary to develop relationships to access the knowledge, ideas, and opportunities implicit in the initiative process. Revealing the impact of these micro‐activities advances our understanding of how to liberate the benefits of entrepreneurship for realizing initiatives. This study offers key insights for both subsidiary managers and headquarters.

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Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives

Cited by 183 publications

References 122 publications

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

The mediating role of total quality management between entrepreneurial orientation and SMEs export performance

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

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