The effect of entrepreneurial orientation on business performance

Abstract

Purpose -Focusing on the corporate entrepreneurship in China's emerging economy, the purpose of this paper is to explore the impact of network capabilities on entrepreneurial orientation and business performance. Design/methodology/approach -Questionnaires and statistical analysis are applied in this research. Findings -Based on the survey of small to medium-sized enterprises (SMEs) in the north-east of China, it is found that entrepreneurial orientation (EO) has a positive effect on business performance, and network capabilities (NC) can significantly moderate relationship between entrepreneurial orientation and business performance. Originality/value -This paper, theoretically, fills a gap by finding out how network capabilities impact the relationship between entrepreneurial orientation and business performance in China's emerging economy; it enriches China's entrepreneurial theory, and, in the practical sense, pays attention to the development of network capabilities in the day-to-day running of SMEs, to further their competitive advantages in the continuous process of corporate entrepreneurship.

Entrepreneurial Orientation and Performance of Nigerian Banks: The Mediating Effect of Teamwork

“…As predicted, the results of the structural model revealed that entrepreneurial orientation and organizational were positively and significantly related. This finding is consistent with the findings of previous studies that examined the relationship between entrepreneurial orientation and organizational performance (Mahmood & Wahid, 2012;Sharma & Dave, 2011;Zhang & Zhang, 2012). It means that the higher the entrepreneurial orientation, the greater the organizational performance.…”

“…Contrary to the proposition that entrepreneurial activities within existing organizations contribute to improved organizational performance, extant empirical findings show that the relationship between entrepreneurial orientation and organizational performance is unclear and inconclusive (Rauch, Wiklund, Lumpkin, & Frese, 2009). Some researchers confirmed a positive relationship between entrepreneurial orientation and organizational performance (Arief, Thoyib, Sudiro, & Rohman, 2013;Jia, Wang, Zhao, & Yu, 2014;Karacaoglu, Bayrakdaroglu, & San, 2012;Mahmood & Wahid, 2012;Mokaya, 2012;Sharma & Dave, 2011;Zhang & Zhang, 2012). Others found a negative entrepreneurial orientation-performance relationship (Covin, Slevin, & Schultz, 1994;George, Wood JR, & Khan, 2001;Shamsuddin, Othman, & Shahadan, 2012;Slater & Narver, 2000).…”

The Moderating Role of Bridging Ties between Risk-Taking, Proactivness and Performance: The Evidence from Iranian SMEs

“…Recent literature found that social capital has a positive impact on the relationship between proactiveness, risk-taking and firm performance (e.g., Anderson & Eshima, 2011;Zhang & Zhang, 2012). Bridging ties refers to the extent to which a firm establishes bonds outside of the central industry network, typically with organizations from other fields (Geletkanycz & Hambrick, 1997).…”

Determinants of SMEs Performance of the Gem and Jewelry Industry in Thailand: A Pilot Study

“…Proactiveness entails a forward-looking view that described by the introducing new products and services ahead of the competition and detecting future demand (Martin & Javalgi, 2015). Moreover, several studies have confirmed that EO is one of the significant resources does positively influence firm performance (Eggers et al, 2013;Dada & Watson, 2013;Zhang & Zhang, 2012;Anderson & Eshima, 2013;Kantur, 2016). In contrast, some studies found that there is no significant relationship between EO and firm performance (Chandrakumara et al, 2011;Affendy et al, 2015).…”