M. Hughes, P. Hughes, Ian R. Hodgkinson, Yi‐Ying Chang, Che-Yuan Chang
Research summary: Our understanding of entrepreneurial orientation (EO) is limited by the inattention to why a firm arranges itself to give rise to EO, what sets its strategic intent, and what affects its contribution to performance. These omissions have led to calls for a causally adjacent theory of EO. Grounded in knowledge-based theory, we investigated (a) how knowledge production gives rise to EO, (b) how the relationship between EO and profitability is mediated by knowledge use, and (c) how this relationship between EO and knowledge use is moderated by stakeholder engagement. Using multi-respondent, multi-source data from small-and-mid-size enterprises in two economically distinct East Asian countries, Taiwan and Japan, empirical evidence supports our theory. Our findings are consistent across both studies. We contribute a knowledge-based theory of EO. Managerial summary:Why do some firms organize to be entrepreneurial while others do not, and why do some entrepreneurially oriented firms profit more financially than others? We find that those firms that organize processes to accumulate, aggregate, activate, store, manage, and distribute knowledge become more entrepreneurial oriented as the means to create wealth from this ‘knowledge production’. In other words, knowledge production can affect perceptions of opportunities and resources, leading to choices about organizational arrangements to best use knowledge. However, we find that the firm also needs to be adept at knowledge use to profit financially from its entrepreneurial endeavors, and leading firms utilize stakeholder engagement to strengthen the relationship between entrepreneurial behavior and knowledge use on the route to greater profitability.
{"title":"Knowledge‐based theory, entrepreneurial orientation, stakeholder engagement, and firm performance","authors":"M. Hughes, P. Hughes, Ian R. Hodgkinson, Yi‐Ying Chang, Che-Yuan Chang","doi":"10.1002/SEJ.1409","DOIUrl":"https://doi.org/10.1002/SEJ.1409","url":null,"abstract":"Research summary:\u0000Our understanding of entrepreneurial orientation (EO) is limited by the inattention to why a\u0000firm arranges itself to give rise to EO, what sets its strategic intent, and what affects its\u0000contribution to performance. These omissions have led to calls for a causally adjacent theory\u0000of EO. Grounded in knowledge-based theory, we investigated (a) how knowledge production\u0000gives rise to EO, (b) how the relationship between EO and profitability is mediated by\u0000knowledge use, and (c) how this relationship between EO and knowledge use is moderated by\u0000stakeholder engagement. Using multi-respondent, multi-source data from small-and-mid-size\u0000enterprises in two economically distinct East Asian countries, Taiwan and Japan, empirical\u0000evidence supports our theory. Our findings are consistent across both studies. We contribute a\u0000knowledge-based theory of EO.\u0000Managerial summary:Why do some firms organize to be entrepreneurial while others do not, and why do some\u0000entrepreneurially oriented firms profit more financially than others? We find that those firms\u0000that organize processes to accumulate, aggregate, activate, store, manage, and distribute\u0000knowledge become more entrepreneurial oriented as the means to create wealth from this\u0000‘knowledge production’. In other words, knowledge production can affect perceptions of\u0000opportunities and resources, leading to choices about organizational arrangements to best use\u0000knowledge. However, we find that the firm also needs to be adept at knowledge use to profit\u0000financially from its entrepreneurial endeavors, and leading firms utilize stakeholder\u0000engagement to strengthen the relationship between entrepreneurial behavior and knowledge\u0000use on the route to greater profitability.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1409","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44930246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Mitigating a crisis of confidence: The effect of crisis response strategies on reward‐based crowdfunding success","authors":"Erlinde Cornelis, Andrew Baker, Mujtaba Ahsan","doi":"10.1002/SEJ.1408","DOIUrl":"https://doi.org/10.1002/SEJ.1408","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1408","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46547299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
James G. Combs, T. R. Crook, D. Ketchen, M. Wright
{"title":"Entrepreneurship at a crossroads:\u0000 Meta‐analysis\u0000 as a foundation and path forward","authors":"James G. Combs, T. R. Crook, D. Ketchen, M. Wright","doi":"10.1002/SEJ.1404","DOIUrl":"https://doi.org/10.1002/SEJ.1404","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1404","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48105874","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"High‐performer\u0000 mobility to entrepreneurship and\u0000 parent‐firm\u0000 performance","authors":"Pernille Gjerløv-Juel, Michael S. Dahl","doi":"10.1002/SEJ.1403","DOIUrl":"https://doi.org/10.1002/SEJ.1403","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1403","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42883238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Wright Stuff: A Tribute to Mike Wright","authors":"D. Ketchen, James G. Combs, T. R. Crook","doi":"10.1002/SEJ.1401","DOIUrl":"https://doi.org/10.1002/SEJ.1401","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1401","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43829502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research Summary: Why do some young firms change their business models while others do not? Why do some firms make small changes, while others make more substantial changes? And does industry context matter? Drawing on organizational learning theory and utilizing a unique data-base tracking 187 young firms through the first decade of the mobile health industry, we examine the role of customers in young firms' business model adaptation. We find a positive impact of customer portfolio breadth (capturing the number and diversity of customers) on both the likelihood and degree of business model change. Importantly, industry segment maturity moderates this relation: customer effects are strongest in the earliest, most uncertain stages. Our study provides a rare view into how a new industry and its young ventures co-evolve. Managerial Summary: Customers have been viewed as critical in a start-up venture's search for an initial business model, but their role in young firms' business model adaptation has not been examined. In this study, we show that a young firm's customer portfolio breadth is an important driver of business model change, especially at the earliest, most uncertain stages of an industry. Our results highlight the value of customers as sources of knowledge in emerging industries, and suggest that when making decisions about establishing and fostering customer ties, entrepreneurs should consider the number and diversity of those ties in the context of the maturity of the young firm's industry segment. the question of what leads some firms to experiment with their business models while others do not, and why some firms make small changes to their business models while others opt for more substantial ones. Our results show that broader (i.e., larger and more diverse) customer portfolios make business model change both more likely and more substantial. Further, these effects are negatively dependent variables. We further also control for alliance portfolio diversity . This variable measures the diversity of the firm's alliance portfolio, including R&D, outside investor, manufacturing, supply, and marketing ties. This control captures the potential diversity and breadth of knowledge brought forth by these alliance partners; we expect that it will have a positive impact on likelihood and degree of business model change. Alliance portfolio
{"title":"The impact of customer ties and industry segment maturity on business model adaptation in an emerging industry","authors":"Lien Denoo, Helena Yli-Renko, B. Clarysse","doi":"10.1002/SEJ.1400","DOIUrl":"https://doi.org/10.1002/SEJ.1400","url":null,"abstract":"Research Summary: Why do some young firms change their business models while others do not? Why do some firms make small changes, while others make more substantial changes? And does industry context matter? Drawing on organizational learning theory and utilizing a unique data-base tracking 187 young firms through the first decade of the mobile health industry, we examine the role of customers in young firms' business model adaptation. We find a positive impact of customer portfolio breadth (capturing the number and diversity of customers) on both the likelihood and degree of business model change. Importantly, industry segment maturity moderates this relation: customer effects are strongest in the earliest, most uncertain stages. Our study provides a rare view into how a new industry and its young ventures co-evolve. Managerial Summary: Customers have been viewed as critical in a start-up venture's search for an initial business model, but their role in young firms' business model adaptation has not been examined. In this study, we show that a young firm's customer portfolio breadth is an important driver of business model change, especially at the earliest, most uncertain stages of an industry. Our results highlight the value of customers as sources of knowledge in emerging industries, and suggest that when making decisions about establishing and fostering customer ties, entrepreneurs should consider the number and diversity of those ties in the context of the maturity of the young firm's industry segment. the question of what leads some firms to experiment with their business models while others do not, and why some firms make small changes to their business models while others opt for more substantial ones. Our results show that broader (i.e., larger and more diverse) customer portfolios make business model change both more likely and more substantial. Further, these effects are negatively dependent variables. We further also control for alliance portfolio diversity . This variable measures the diversity of the firm's alliance portfolio, including R&D, outside investor, manufacturing, supply, and marketing ties. This control captures the potential diversity and breadth of knowledge brought forth by these alliance partners; we expect that it will have a positive impact on likelihood and degree of business model change. Alliance portfolio","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1400","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48840480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Entrepreneurial strategies during institutional changes: Evidence from China's economic transition","authors":"Y. Wu, Charles E. Eesley, Deli Yang","doi":"10.1002/SEJ.1399","DOIUrl":"https://doi.org/10.1002/SEJ.1399","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1399","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47420146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sergio Canavati, D. Libaers, Tang Wang, Soheil Hooshangi, Hessamoddin Sarooghi
{"title":"Relationship between human capital, new venture ideas, and opportunity beliefs: A meta‐analysis","authors":"Sergio Canavati, D. Libaers, Tang Wang, Soheil Hooshangi, Hessamoddin Sarooghi","doi":"10.1002/SEJ.1397","DOIUrl":"https://doi.org/10.1002/SEJ.1397","url":null,"abstract":"","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2021-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/SEJ.1397","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47946900","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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