Entrepreneurial orientation, network resource acquisition, and firm performance: A network approach

Jiang, Xu; Liu, Heng; Fey, Carl F.; Jiang, Feifei

doi:10.1016/j.jbusres.2018.02.021

Cited by 227 publications

(284 citation statements)

References 93 publications

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“…In a similar context, our research favors Lee et al [37], who investigated whether IC helps firms to gain tangible and intangible means. These resources, in turn, can lead to SCP (e.g., [8,42]), thus supporting H3. In addition to this, we conclude a partial mediating role of resource acquisition between IC and SCP, which partially supports H4.…”

Section: Discussionmentioning

confidence: 72%

“…Our findings suggest that SMEs can acquire tangible and intangible resources through top management capabilities. For instance, Jiang et al [8] concluded that senior management entrepreneurial abilities enable them to acquire external resources that in turn affect financial performance. This research argues that financially literate managers are more capable of accessing unique, rare, and immutable resources as compared to limited financial management skills [55].…”

Section: Discussionmentioning

confidence: 99%

“…In a similar context, Shane [42] demonstrates that obtaining adequate resources not only helps a venture to pursue its recognized opportunities but also leads to its aptitude, ability, and skills to generate high profits, grow, respond to the competition, and survive in the long run. Moreover, it is determined that sufficient resources are necessary to perform the operational activities smoothly and gain high profit [8]. A firm can pursue different methods for resource acquisition, such as resource attraction, resource purchase, and internal resource development.…”

Section: Resource Acquisition and Scpmentioning

confidence: 99%

“…IC pertains to social capital-"the networks of relationships among people who live and work in a particular society, enabling that society to function effectively" that in turn can affect firms' performance, but a significant mediating role is played by resource acquisition [8]. Resources are tangible (financial, technological, etc.)…”

Section: The Mediating Role Of Ramentioning

confidence: 99%

See 3 more Smart Citations

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

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Section: Discussionmentioning

confidence: 72%

Section: Discussionmentioning

confidence: 99%

Section: Resource Acquisition and Scpmentioning

confidence: 99%

Section: The Mediating Role Of Ramentioning

confidence: 99%

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The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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“…Entrepreneurial orientation is a corporation's tendency towards "the pursuit of new market opportunities and the renewal of existing areas of operation" (Hult & Ketchen, 2001). It promotes a highly proactive approach toward tolerance of risk, market opportunities, and receptiveness to innovation (Matsuno, Mentzer, & Ozsomer, 2002;Rauch, Wiklund, Lumpkin, & Frese, 2009;Chen et al, 2012;Kraus, 2013;Tajeddini & Trueman, 2012;Fernández-Mesa & Alegre, 2015;X. Jiang, Liu, Fey, & F. Jiang, 2018).…”

Section: Strategic Orientation Informationmentioning

confidence: 99%

Improving Strategic Orientations for Promoting Hotel Services Using an Integrated Rough Magdm Model

Liou

Kaklauskas

et al. 2019

Technological and Economic Development of Economy

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This study aims to assist decision makers to improve hotel service performance by developing strategic orientations. Strategic orientations are imprecise and subjective: they vary according to domain experts' opinions and practical experience. This study develops an integrated rough multiple attribute group decision-making (MAGDM) model that supports decision makers to acquire a systematic view of strategic methods for improving performance to the desired level. The model incorporates three methods. First, we use the rough number approach to determine group opinions from the practical experience of domain experts. We then apply the rough decision making trial and evaluation laboratory (DEMATEL)-based analytic network process to develop a rough influential network relation map (RINRM). The rough influential weights based on strategic orientations and their corresponding attributes are calculated. Finally, we use the modified complex proportional assessment of alternatives with gray relations (mCOPRAS-G) and the influential weights to calculate the relationship ratio between performance and aspiration level. Our model flexibly assesses the vagueness involved in decision-making, enabling more objective expert estimation of attributes in subjective surroundings than traditional multiple attributes decision-making models. We use the Taiwanese hotel industry as an empirical case study. Our study provides useful information on how to enhance hotel services and achieve optimal performance based upon expert judgments and the RINRM. The results show that customer orientation is the optimal strategy for hotel service promotion.Keywords: strategic orientation, hotel service performance, multiple attribute group decision making (MAGDM), rough number, rough DEMATEL-based analytic network process (RDANP), modified complex proportional assessment of alternatives with gray relations (mCOPRAS-G).JEL Classification: C02, C60, D12, D81, L83, O21.

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How does entrepreneurial orientation influence firm performance? The roles of corporate social responsibility and institutional environments

Sheng

2023

Corp Soc Responsibility Env

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A growing number of firms are realizing that entrepreneurial orientation (EO) is an effective means to cope with competition and maintain sustainable growth. However, with the results of extant studies on EO-performance relationship are not fully consistent, the potential mechanism about how EO influences firm performance needs to be further explored. Accordingly, this research investigates the mediating mechanism of EO-performance by considering the role of corporate social responsibility (CSR) from the resource dependence perspective. In addition, we assess the relationship between EO and CSR by examining the moderating roles of institutional support and dysfunctional competition. Using the sample data of 214 Chinese firms to test the hypotheses, we find that CSR mediates the relationship between EO and firm performance. Moreover, institutional support negatively moderates the EO-CSR relationship and dysfunctional competition positively moderates the relationship between EO and CSR. Based on the above results, our study provides practical implications for entrepreneurial firms striving to translate their EO into superior firm performance.

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Entrepreneurial orientation, network resource acquisition, and firm performance: A network approach

Cited by 227 publications

References 93 publications

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

Improving Strategic Orientations for Promoting Hotel Services Using an Integrated Rough Magdm Model

How does entrepreneurial orientation influence firm performance? The roles of corporate social responsibility and institutional environments

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