2013
DOI: 10.1016/j.emj.2012.11.006
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Entrepreneurial orientation and the threat of imitation: The influence of upstream and downstream capabilities

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Cited by 47 publications
(31 citation statements)
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References 100 publications
(146 reference statements)
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“…Lumpkin and Dess (1996) analyzed how several factors affect the influence of entrepreneurial orientation on firm performance. Subsequent studies have explored the role of internal factors such as the availability of resources (Wiklund & Shepherd, 2005), commercialization capability, the strategy-making process (Covin et al, 2006;García-Villaverde, Ruiz-Ortega, & Canales, 2013), the internal social context (De Clercq, Dimov, & Thongpapanl, 2010), and the generation of the family involved in running the business (Chirico et al, 2011). Other scholars have found evidence of the role of external factors such as hostility, turbulence, and environmental dynamism (Covin & Covin, 1990;Dess, Lumpkin, & Covin, 1997;Namen & Slevin, 1993;Wiklund & Shepherd, 2005), the industry lifecycle (Lumpkin & Dess, 2001), and external networks (Lee, Lee, & Pennings 2001;Stam & Elfring, 2008).…”
Section: Theoretical Framework and Hypothesesmentioning
confidence: 99%
“…Lumpkin and Dess (1996) analyzed how several factors affect the influence of entrepreneurial orientation on firm performance. Subsequent studies have explored the role of internal factors such as the availability of resources (Wiklund & Shepherd, 2005), commercialization capability, the strategy-making process (Covin et al, 2006;García-Villaverde, Ruiz-Ortega, & Canales, 2013), the internal social context (De Clercq, Dimov, & Thongpapanl, 2010), and the generation of the family involved in running the business (Chirico et al, 2011). Other scholars have found evidence of the role of external factors such as hostility, turbulence, and environmental dynamism (Covin & Covin, 1990;Dess, Lumpkin, & Covin, 1997;Namen & Slevin, 1993;Wiklund & Shepherd, 2005), the industry lifecycle (Lumpkin & Dess, 2001), and external networks (Lee, Lee, & Pennings 2001;Stam & Elfring, 2008).…”
Section: Theoretical Framework and Hypothesesmentioning
confidence: 99%
“…Tal pensamento é corroborado por García-Villaverde et al (2013), quando destacam que a orientação empreendedora está intrinsecamente relacionada com a percepção do gestor sobre a organização. Diante deste cenário, a seguir serão apresentadas as conclusões sobre a pesquisa, bem como suas limitações e possibilidades de novas pesquisas motivadas por inquietações sucedidas pela presente.…”
Section: Análise Dos Dados E Resultadosunclassified
“…Lumpkin and Dess (2001) observed entrepreneurial orientation as an organization-level phenomenon that involves key decisions made on behalf of the entire organization [14], and so they improved their previous definition of EO as a set of processes, practices, and decision-making activities that lead to new entries [18] (p. 136). They also supplemented the dimensions of innovation, proactivity, and risk-taking, determined by Miller (1983) [6,19,20], with tendencies to act independently and inclinations to be aggressive toward competition [6,14,18,21]. According to Avlonitis and Salavou (2007), entrepreneurial orientation is an organizational phenomenon that mirrors a managerial capability by which companies adopt proactive and aggressive initiatives in altering the competitive scene for their advantage [14,22].…”
Section: Literature Reviewmentioning
confidence: 99%