SME alliance performance: the impacts of alliance entrepreneurship, entrepreneurial orientation, and intellectual capital

Talebi, K H Sagheb; Rezazadeh, Arash; Najmabadi, Amer Dehghan

doi:10.1504/ijesb.2015.067286

Cited by 22 publications

(21 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Having higher level of IC, SMEs can create maximum customer values and positive image for their products and services, thus they establish long-term relationship with society and customers, which in turn leads toward greater performance (Jain, Vyas, & Roy, 2017). Moreover, it is contended that IC does not directly impact performance, but firm's internal strategic posture and CA mediate the relationship (Kianto, Andreeva, & Pavlov, 2013;Talebi, Rezazadeh, & Najmabadi, 2015). In the same nature, some studies have argued that IC is a set of intangible assets and resources to help firms to build CA which in turn provides the benefit of higher performance and profitability (Berzkalne & Zelgalve, 2014;Jain et al, 2017).…”

Section: Competitive Advantage As a Mediator Between Intellectual Capmentioning

confidence: 99%

Intellectual Capital, Entrepreneurial Strategy and New Ventures Performance: Mediating Role of Competitive Advantage

Anwar¹,

Khan²,

Khan³

2018

BER

View full text Add to dashboard Cite

show abstract

Section: Competitive Advantage As a Mediator Between Intellectual Capmentioning

confidence: 99%

Intellectual Capital, Entrepreneurial Strategy and New Ventures Performance: Mediating Role of Competitive Advantage

Anwar¹,

Khan²,

Khan³

2018

BER

View full text Add to dashboard Cite

show abstract

“…Although intellectual capital has been approached in the last two decades from various perspectives, common to the vast majority of them is the conclusion that firms’ competitiveness and performance depend directly on the quality of this phenomenon (Santos et al, ; De‐Castro et al, ; Chang and Chen, ; Lu et al, ; Shehzad et al, ; Pucci et al, ; Talebi et al, ). Massa and Testa () argue that organizational performance depends increasingly on factors such as: employees’ knowledge, their motivation for the work, their degree of commitment to the firm, the equipment they have available to perform their activity, and the relationship firms develop with their stakeholders, etc.…”

Section: Theoretical Development and Research Hypothesesmentioning

confidence: 99%

“…For Cohen and Kaimenakis () and Ling (), organizational performance is the fruit of the sum of knowledge and competences of all the organization's collaborators, suitably managed in order to reach organizational objectives. Intellectual capital is more important than financial capital, as it influences organizational performance structurally, whereas financial capital influences organizational performance in a conjunctural way (Huang, ; Wang, ; Talebi et al, ).…”

Section: Theoretical Development and Research Hypothesesmentioning

confidence: 99%

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

Ferreira

Franco

2017

European Management Review

View full text Add to dashboard Cite

This study aims to analyse the relationship between strategic alliances and organizational performance and determine whether intellectual capital plays a mediating role in that relationship. To do so, a quantitative study was chosen, with data being gathered through questionnaires directed to the management organs of Portuguese industrial technology‐based small and medium‐sized enterprises, from which 257 valid responses were received. The results obtained based on a structural model show that strategic alliances and intellectual capital stimulate the organizational performance of the SMEs studied. This evidence is very relevant, as in an increasingly globalized and competitive world, these two tools can become essential for this firm sector to be able to attain sustainable competitive advantages. Furthermore, the empirical evidence reveals that intellectual capital has a mediating effect on the relationship between strategic alliances and organizational performance, this finding being the main contribution of the study. Other implications for theory and practice will be presented.

show abstract

“…Particularly, the influence of EO on decision to enter an alliance is poorly studied (Teng, 2015;Journal of Business Venturing, 21, 2006). In addition, EO is a key concept to entrepreneurship and should be studied within the perspective of SAs (Bouncken et al, 2014;Brouthers et al, 2014;Franco & Haase, 2013;Jiang et al, 2014;Marino et al, 2002;Shu et al, 2014;Talebi et al, 2015;Teng, 2005).…”

Section: Strategic Alliancesmentioning

confidence: 99%

“…Shu, Liu, Gao, and Shanley (2014) established a framework for knowledge spillover theory of entrepreneurship in firm alliances. Talebi, Rezazadeh, and Najmabadi (2015) investigated the delivery of SME entrepreneurship promises through their performance in building alliances. However, the studies above did not consider Lumpkin and Dess' (1996) perspective on EO as a multidimensional construct, nor did they consider, despite this apparent connection, how EO and top management team (TMT) interact, despite the apparent EO-TMT connection, and how this can influence SA.…”

Section: Introductionmentioning

confidence: 99%

Impact of Entrepreneurial Orientation on Strategic Alliances and the Role of Top Management

et al. 2016

View full text Add to dashboard Cite

Impacto da orientação empreendedora nas alianças estratégicas e a influência da alta administração Impacto de la orientación emprendedora en alianzas estratégicas y el papel de la alta dirección ABSTRACTThe management literature draws attention to the gap of strategic alliances (SA) in the paradigm of entrepreneurial orientation (EO). The aim of this paper is to propose a model where EO is associated with SA, this relationship being influenced by its predecessor (top management), and EO working as a multidimensional construct. Data collected from 101 Brazilian firms were analyzed using structural equation modeling and supported those hypotheses. Improving firms' EO, particularly risk taking (RT), is important in order to promote SA. Obviously, top management can influence SA, but firms with an RT competence are more likely to promote SAs and conduct their implementation. Therefore, the present study offers the following contributions: (1) consolidating the EO construct by using it in a multidimensional way in a reflexive model, particularly the risk dimension; (2) advancing studies relating EO and SA by showing that top management has a significant influence on the EO-SA relationship; (3) the model used is robust and representative of the field of strategy and entrepreneurship as it explained 25.5% of the EO-SA relationship; (4) we suggest that EO should be used to increase SA and firm performance, which can reduce entrance barriers and business risks, particularly for small and medium-sized enterprises (SMEs). KEYWORDS | Entrepreneurial orientation, strategic alliances, top management team, entrepreneurship, strategy. RESUMO A literatura de gestão chama a atenção para a lacuna de alianças estratégicas (AE) no paradigma da orientação empreendedora (OE ) a consolidação do construto OE ao usá-lo de forma multidimensional em um modelo reflexivo, especialmente a dimensão risco; (2) a extensão dos trabalhos relativos à OE e AE, ao mostrar que a alta administração da empresa é importante para a relação OE-AE; (3) o modelo utilizado é robusto e representativo da área de estratégia e empreendedorismo, explicando 25,5% da relação OE-AE; (4) sugerimos que a OE deve ser usada para estimular as AEs e melhorar o desempenho da empresa, reduzindo as barreiras de entrada e riscos associados aos negócios, especialmente para as pequenas e médias empresas (PMEs). PALAVRAS-CHAVE | Orientação empreendedora, alianças estratégicas, alta administração, empreendedorismo, estratégia. RESUMEN La literatura de gestión llama la atención sobre la brecha de las alianzas estratégicas (AE) en el paradigma de la orientación emprendedora (OE). El objetivo de este trabajo es proponer un modelo donde la RAE-Revista de Administração de Empresas | FGV/EAESP

show abstract

SME alliance performance: the impacts of alliance entrepreneurship, entrepreneurial orientation, and intellectual capital

Cited by 22 publications

References 0 publications

Intellectual Capital, Entrepreneurial Strategy and New Ventures Performance: Mediating Role of Competitive Advantage

Intellectual Capital, Entrepreneurial Strategy and New Ventures Performance: Mediating Role of Competitive Advantage

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

Impact of Entrepreneurial Orientation on Strategic Alliances and the Role of Top Management

Contact Info

Product

Resources

About