The impact of external and internal entrainment on firm innovativeness: A test of moderation

Dibrell, Clay; Fairclough, Samantha; Davis, Peter

doi:10.1016/j.jbusres.2014.05.012

Cited by 24 publications

(55 citation statements)

References 27 publications

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“…This differs from the traditional strategic fit questions that focus on 'what' or 'how' to achieve fit (Miles and Snow, 1978) by arguing that questions of 'when' activities are done are also important in determining outcomes. This has led researchers to draw on the entrainment model first proposed by McGrath and Kelly (1986) to identify that when activities are 'entrained' -'the process by which activity cycles of one system synchronize to those of another, more dominant system' (Khavul et al, 2010) -with external pacers (e.g., a dominant supplier) it can lead to positive benefits in terms of greater internationalization (Khavul et al, 2010), greater innovation (Dibrell et al, 2015), and the better performance of strategic alliances (Shi and Prescott, 2012).…”

Section: Absolute and Relative Timementioning

confidence: 99%

In Pursuit of Time: Business Plan Sequencing, Duration and Intraentrainment Effects on New Venture Viability

Hopp

Greene

2017

J Management Studies

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In this study, we examine three under‐explored dimensions of the temporal relationship between formal written business plans and the achievement of new venture viability. First, we theorize and investigate the effects of plan sequencing; arguing that a business plan written early on in new venture development increases the prospects of venture viability. Second, we examine plan duration effects, and argue that there is a curvilinear relationship between spending time on a plan and achieving venture viability. Finally, we investigate plan intraentrainment effects (synchronization with other gestation activities). We theorize that if plans are synchronized with other gestation activities, venture viability is more likely. Using longitudinal data and controlling for truncation and endogeneity issues, we find that it is beneficial to plan early but that this is contingent on how long a founder spent on a plan and whether or not a plan is intraentrained with other gestation activities.

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Section: Absolute and Relative Timementioning

confidence: 99%

In Pursuit of Time: Business Plan Sequencing, Duration and Intraentrainment Effects on New Venture Viability

Hopp

Greene

2017

J Management Studies

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“…Therefore, we consider organizational structure and particularly the degree of organizational formalization and decentralization in decision making as important determinants of export innovativeness. Forces pertaining to the external environment are also critically important (Dibrell, Fairclough & Davis 2015;Tsai & Yang 2013). In particular, heterogeneity across export markets, instability in consumer demands and preferences, and competitors' actions in the direction of new product introductions will drive a firm to adopt a more innovative orientation.…”

Section: A Proposed Conceptual Model Of Export Innovativenessmentioning

confidence: 99%

An empirical investigation of the antecedents and performance outcomes of export innovativeness

Makri

Theodosiou

Katsikea

2017

International Business Review

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The present study develops and empirically tests a conceptual model of the organizational, strategic, and environmental drivers of export innovativeness. The relationship between export innovativeness and export performance is also examined. Using data collected from 168 smalland medium-sized direct exporters, we find that decentralization in decision making, export market orientation, information exchange and export market dynamism have a significant influence on exporting firms' degree of innovativeness. Furthermore, export innovativeness has a significant positive effect on export performance. Several theoretical and managerial implications are derived from these findings. Directions for future research are also provided.

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“…To establish long-term firm strategies, effective assessments of the external and internal environments become vital. Specifically, assessing the external and internal environments enables a firm to observe environmental trends and predict external and internal factors that may cause detrimental consequences to the firm and to other entities in the community (Dibrell et al , 2015). More importantly, the assessments of the external and internal environments not only provide firms with the opportunity to gain competitive position within the industry but also allow the firms to identify opportunities that help improve the well-being of the community.…”

Section: A Spirituality Mode Of Firm Strategic Planning Processesmentioning

confidence: 99%

Toward a spirituality mode of firm sustainability strategic planning processes

Barron

Chou

2017

SBR

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Purpose This paper aims to develop a spirituality mode of firm strategic planning processes that incorporate four basic firm spirituality elements, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness, used for promoting corporate and community sustainability. Design/methodology/approach A conceptual analysis was performed. Findings Drawing upon prior research, this paper suggests that there are four major spiritual elements of the firm, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness. Additionally, this paper proposes that to promote long-term sustainability and survival of the firm and community, firms can place strong emphasis on firm transcendence when establishing the vision and mission statements. Moreover, firms may need to assess environmental conditions based upon an inexhaustible source of will. Furthermore, when formulating and selecting strategic alternatives, firms can utilize a basic and supreme power. Finally, firms may implement selected strategic alternatives and strategic controls with interconnectedness and oneness mentality. Originality/value This paper is one of the first studies that develop a spirituality mode of strategic planning processes focusing on both corporate and community sustainability.

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The impact of external and internal entrainment on firm innovativeness: A test of moderation

Cited by 24 publications

References 27 publications

In Pursuit of Time: Business Plan Sequencing, Duration and Intraentrainment Effects on New Venture Viability

In Pursuit of Time: Business Plan Sequencing, Duration and Intraentrainment Effects on New Venture Viability

An empirical investigation of the antecedents and performance outcomes of export innovativeness

Toward a spirituality mode of firm sustainability strategic planning processes

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