Entrepreneurial Orientation and Firm's Export Performance: Evidence from Surgical Industry

Abstract

The surgical industry of Pakistan is observing a decline in export performance. This alarming situation is advising the in-depth investigation of factors related to surgical firm exports. The study is going to investigate the potential factors of firm export performance (FEP) in the surgical industry of Pakistan. This study has used the questionnaire to collect two hundred and four ( 204) responses from the manufacturing firms of surgical industry through pick and drop method. The reliability and validity of constructs of export market orientation (EMO), entrepreneurial orientation (EO), business network (BN) and FEP were examined through SPSS-25 and SmartPLS-3.2.8 statistical software. The results of the study reveal positive and significant relationship between EO, BN, EMO and FEP. Additionally, the results of the study found the mediating role of EMO between EO, BN and FEP. However, the present study offers the better understanding of EO, BN and EMO for entrepreneur, academics, and practitioners. Thus, the owner/managers of the surgical industry should implement the EO, EMO and BN strategies effectively for higher firm export performance. Future studies could validate the current study research framework in other developing surgical industry to broaden the study scope.

Disentangling the individual entrepreneurial orientation and SMEs success nexus: an action-based interplay of exploration activities and entrepreneurial alertness

“…The second contribution was made in the EO literature, where in contrast to the examination of a firm-level construct (Gutierrez et al, 2015;Karami and Tang, 2019;Linton, 2016aLinton, , 2016b in general, and in the specific context of SMEs in developing nations (Akhtar et al, 2015;Fayaz and Shah, 2017;Hussain et al, 2018;Imran et al, 2020) we have conceptualized it as a psychological orientation of individual entrepreneur (Fatima and Bilal, 2019a;Frese and Gielnik, 2014). We have highlighted the importance of the IEO of SME owners because they are responsible to take the key actions (Krauss et al, 2005) as opposed to the bureaucratic nature of large-scale firms (Abebe and Angriawan, 2014).…”

“…There is a considerable stream of research establishing the casual link of firm-level EO with organizations’ successful performance (Amin et al , 2016; Imran et al , 2020), but it is only recently that IEO and its outcomes are tested (Fatima and Bilal, 2019b; Musara and Nieuwenhuizen, 2020). Specifically, in the context of Pakistan, a few studies examined EO and SMEs performance from the firm-level perspective (Akhtar et al , 2015; Fayaz and Shah, 2017; Hussain et al , 2018; Imran et al , 2020), leaving the room for its examination at the individual level (Bolton and Lane, 2012). IEO researchers have called for investigating the operational and actionable factors that explain its link to business outcomes (Kraus et al , 2019; Yeniaras and Unver, 2016).…”