Entrepreneurial Orientation, Business Development Services, Business Environment, and Performance: A Critical Literature Review

Okeyo, Washington; Gathungu, James; K’Obonyo, Peter

doi:10.19044/esj.2016.v12n28p188

Cited by 17 publications

(26 citation statements)

References 10 publications

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“…Data were collected through mail questionnaires and the results indicated that there is a significant relationship between EO and the performance of SMEs. Okeyo, Gathungu & K'Obonyo [59] examined the association between EO, business development services, business environment and firm's performance. The findings also revealed that business development services play a mediating role in the EO and performance relationship and that external environment moderates this relationship.…”

Section: E Empirical Reviewmentioning

confidence: 99%

Entrepreneurial Orientation and Performance of Selected SMEs in Southeast, Nigeria

Okoli¹,

Nwosu²,

Okechukwu³

2021

EJBMR

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This study examines the effect of entrepreneurial orientation on performance of selected small and medium scale enterprises (SMEs) in Southeast Nigeria. The problems that led to this study include, inadequate access to finance, poor infrastructure, inconsistency with government policy, poor support (business development work), inadequate sales, too many taxes and obsolete technologies leading to massive failures. It has not been found that the epileptic growth of SMEs in Southeast Nigeria is not only due to the problems but also from the entrepreneurial orientation. The survey research method was employed in this study and the study relied on secondary and primary data. The population of this study was drawn from SMEs in the five states in the Southeast Nigeria. The study was done using three hundred and sixty six small and medium enterprises (SMEs). Complete enumeration was adopted. Simple regression analysis was used to analysis the hypotheses. The study revealed that there is a significant positive relationship between pro-activeness, innovativeness and risk taking on performance of SMEs in Southeast Nigeria. The study concluded that entrepreneurial-oriented firms tend to lead the industry with innovations, performing things in a better approach to satisfy customers and give the firm a better leverage. The study recommends that SMEs owners and managers should be committed to process and radical innovation in their dealings so as to increase and expand their customer base.

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Section: E Empirical Reviewmentioning

confidence: 99%

Entrepreneurial Orientation and Performance of Selected SMEs in Southeast, Nigeria

Okoli¹,

Nwosu²,

Okechukwu³

2021

EJBMR

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“…Proactiveness is related to opportunity recognition or taking of initiative (Okeyo et al , 2016). According to Venkatraman (1989) it can be defined as looking for novel opportunities in the market and firms can be pro-active by foreseeing demands of future and new opportunities in the market, taking an interest in developing markets, shaping the environment, and launching new products and services ahead of their competitors.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Since it has, yet, been recommended that every dimensions of EO may not generally be favorable or advantageous for firm performance (Hughes and Morgan, 2007), value was added by expanding the understanding of the impacts of EO on SMEs performance, by also looking at the impact of each dimension on SMEs performance. The latest research (Okeyo et al , 2016) recommended using a contingency framework to focus on how other factors are likely to affect EO and performance relationship. Therefore, the study focused on EO specifically, and investigated the effects of EO as a whole and its dimensions on SMEs performance with mediating role of differentiation strategy and, using data collected from SMEs of Pakistan, contributes to filling this gap in the literature.…”

Section: Introductionmentioning

confidence: 99%

“…It bolstered on the possibility that successful companies maintain “competitive advantages” by enabling access to higher quality instruments and resources which are scarce and unique (Ray et al , 2004). Early work by Okeyo et al (2016) demonstrated that managing resources in a firm are explained within the framework of RBV. Penrose (1959) spearheaded RBV as a theory to explain how intangible or tangible resources can enable a firm to accomplish prevalent performance and competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

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Entrepreneurial orientation and performance of small and medium-sized enterprises

Shah

Ahmad

2019

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Purpose This paper aims to investigate the effects of entrepreneurial orientation (EO) on the performance of small and medium-sized enterprises (SMEs) with mediating role of differentiation strategy in Pakistan. Design/methodology/approach A theoretical framework has been developed to base the hypotheses, as also to determine the exact approach in this study. To establish the influence of EO on the performance of SME, a five-point Likert scale questionnaire has been used to collect data from middle and senior managers who operate in SMEs in the manufacturing sectors. The sample illustrates 166 incumbents, comprising 68.07 per cent from middle management and 31.93 per cent from senior management operating in manufacturing sector of SMEs, by means of a stratified random sampling technique. The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested by using structural equation modeling (SEM) technique. Findings EO, as a whole, presents a significant positive effect on the performance of SMEs. Moreover, differentiation strategy partially mediated the relationship between EO and performance of SMEs. Two dimensions of EO, proactiveness and risk-taking propensity, strongly increased firm performance while innovativeness, competitive aggressiveness, autonomy and competitive energy did not cause any significant change. The findings differ from the current view of western enterprises that innovativeness (INO) played a major role by increasing performance of SMEs. The results transpired that innovativeness (INO) tends to reduce performance of SMEs, but the p-value did not reach a high significance value. Research limitations/implications The main limitation of this empirical study is comparatively a small size of the sample. The analysis of power suggests that a larger sample could have provided more reliable and extensive results. Regardless of that, the analysis of reliability, using the Cronbach's alpha, exhibited the consistency of outcomes in providing an accurate portrait of the EO influences on the performance of SME. Practical implications The study verifies that two dimensions of EO have considerable effects on the performance of SMEs, while the others have not, whereas, the EO, as whole, has significant positive effect on performance of SMEs. These findings should be helpful for researchers looking for appropriate performance measures, and for entrepreneurs aiming at getting support for their decisions and evaluating their performance. Originality/value The current study appears to be first of its kind focusing on the link between EOs, as whole, and its dimensions, to performance of SMEs and differentiation strategies within the specific context of Pakistan.

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“…Innovativeness refers to a firm's behavior to generate new ideas leading to new or improved processes, products, or services (Rauch, et al, 2009). Innovativeness is also related to creativity which is a source of ideas that can lead to innovation of products, services, processes, markets or technology which leads to increased business performance (Okeyo, Gathungu, & K'Obonyo, 2016). Innovation can be measured in terms of new technology,products and markets (Giudici&Reinmoeller, 2013;Milovanovic&Wittine, 2014).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Moderating Effect of Dynamic Capabilities on the Relationship between Entrepreneurial Orientation and Business Performance of Small and Medium Enterprises.

Bii¹,

Onyango²

2018

IJMCR

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This paper reviewed past literature with the aim of establishing the trends in published literature on dynamic capabilities, entrepreneurial orientation (EO) and business performance of Small and Medium Enterprise’s (SMEs). Based on this review the relationship between dynamic capabilities, entrepreneurial orientation and business performance of SMEs is hinged on Schumpeter theory of innovations, (Schumpeter, 1942) and dynamic capability theory by Teeceet al (1997). Scholars have a common view that the association between EO and business performance is too complex hence moderated by variables. Dynamic capabilities (DC) have a moderating role between predictors of competitive advantage and business performance. The literature reviewed therefore presents the empirical studies globally and locally on moderation of dynamic capabilities on EO and business performance of SMEs. From the review it has been established that there are inconsistent findings in terms of relationships between DCs, EO and performance of SMEs which is justified by the fact that DCs, EO dimensions vary independently and may not be equally valuable across performance metrics or different stages of development of SMEs, besides different situations impacts on the relationship between DCs, EO and business performance of SMEs. In addition there is a dearth of literature on the moderating effect of dynamic capabilities on the relationship between EO and business performance thus calling for further interrogation in the context of developing countries. In conclusion there are mixed results in the linkage between EO and business performance, however effective integration and implementation of EO and DC would help the organization secure competitive advantage in the face of dynamic business environment to foster high business performance.

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Entrepreneurial Orientation, Business Development Services, Business Environment, and Performance: A Critical Literature Review

Cited by 17 publications

References 10 publications

Entrepreneurial Orientation and Performance of Selected SMEs in Southeast, Nigeria

Entrepreneurial Orientation and Performance of Selected SMEs in Southeast, Nigeria

Entrepreneurial orientation and performance of small and medium-sized enterprises

Moderating Effect of Dynamic Capabilities on the Relationship between Entrepreneurial Orientation and Business Performance of Small and Medium Enterprises.

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