Understanding the relationship between entrepreneurial orientation and strategic learning capability: an empirical investigation

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

“…Research provides theoretical support for the EO construct, in both the fields of entrepreneurship and strategic management . Anderson, Covin, and Slevin (2009) confirm the direct effect of EO on strategic learning capability, and mediating effects for structural organicity, market responsiveness, and strategy formation.…”

“…Firms with higher levels of EO would reflect consistent behavior required to enact a corporate entrepreneurship strategy as captured through entrepreneurial processes and behavior (Anderson et al 2009;Dess, Lumpkin 2005). Building on data gathered in the first phase of this study, the second phase tests which elements of the pro-entrepreneurship organizational architecture are related and are able to predict organizational-level consequences of corporate entrepreneurship strategy.…”

Heterogeneity in dynamic capability configurations: Equifinality and strategic performance

“…In Solution 2, firms rely predominantly on their ability to generate and act on strategic knowledge in the pursuit of superior strategic performance. Dynamic environments feature substantial and unpredictable change, so identifying the right business model or proper strategy is difficult, and failures are likely (Anderson et al, 2009). The firm's ability to accumulate strategic knowledge and modify its business model design and competitive choices accordingly can lead to superior strategic performance.…”

“…Strategic learning enables firms to innovate and adapt to changes in technology and markets (Helfat & Raubitschek, 2000;Anderson et al, 2009) and also facilitates the modification and transformation of firms' business (Nooteboom, 2009). Firms that engage in learning should experience less organizational inertia (Levinthal, 1991), such that strategic reconfigurations are more likely.…”

Does organizational agility affect organizational learning capability? Evidence from commercial banking

“…Risk taking is the toleration and bearing of errors, uncertainties, failures, and ambiguity (Chiva et al, 2007), and organizations assuming risks and accepting mistakes could facilitate OL (Onağ et al, 2014). Risk taking causes learning from successes and mistakes which in turn leads to opening new and further opportunities (Vargas, 2013).Therefore, taking risks and exploring new novel product domains and markets promotes a learning culture (Anderson et al, 2009). …”