{"title":"Organizational Capability, Market Perspective, and Green Innovation Adoption: Insight From Indonesian Food Processing Small and Medium-Sized Enterprises","authors":"M. Najib, F. Fahma, Abror Abror, D. Suhartanto","doi":"10.53703/001c.32293","DOIUrl":"https://doi.org/10.53703/001c.32293","url":null,"abstract":"","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48516908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper draws on the experiences of portfolio entrepreneurs and develops new insights into this important mode of business development. Portfolio entrepreneurs own and manage multiple businesses simultaneously, providing an alternative growth process and the prospect of enduring entrepreneurship. Previous research has focused on either the genealogy of businesses in a portfolio or the human capital attributes that determine who becomes a portfolio entrepreneur and how they perform relative to other types of entrepreneurs. Key issues involving the structure, strategy and management of portfolios need further exploration and development. This multiple-case study conducted in New Zealand features eleven entrepreneurs with portfolios of different ages and sizes, each reflecting a series of opportunistic responses to different situations. Our results show that some entrepreneurs use structure as an internal seedbed to spawn new ventures, others seek opportunities to acquire more businesses, while some use both means to build and maintain their business groups. Structure is the dominant construct, providing a flexible canvas upon which entrepreneurs enact growth ambitions by creating and re-creating their portfolios over time. We found no evidence of portfolio-level decision making or performance measurement with the lead entrepreneur’s attention largely focused at the business unit level.
{"title":"Portfolio Entrepreneurs: Structure, Strategy and Management of Business Groups","authors":"Sussie C. Morrish, R. Hamilton","doi":"10.53703/001c.29964","DOIUrl":"https://doi.org/10.53703/001c.29964","url":null,"abstract":"This paper draws on the experiences of portfolio entrepreneurs and develops new insights into this important mode of business development. Portfolio entrepreneurs own and manage multiple businesses simultaneously, providing an alternative growth process and the prospect of enduring entrepreneurship. Previous research has focused on either the genealogy of businesses in a portfolio or the human capital attributes that determine who becomes a portfolio entrepreneur and how they perform relative to other types of entrepreneurs. Key issues involving the structure, strategy and management of portfolios need further exploration and development. This multiple-case study conducted in New Zealand features eleven entrepreneurs with portfolios of different ages and sizes, each reflecting a series of opportunistic responses to different situations. Our results show that some entrepreneurs use structure as an internal seedbed to spawn new ventures, others seek opportunities to acquire more businesses, while some use both means to build and maintain their business groups. Structure is the dominant construct, providing a flexible canvas upon which entrepreneurs enact growth ambitions by creating and re-creating their portfolios over time. We found no evidence of portfolio-level decision making or performance measurement with the lead entrepreneur’s attention largely focused at the business unit level.","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46954718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We present a longitudinal, empirical study of the entrepreneurial opportunity development process, focused specifically on intuition in multiple forms. By following the opportunity development process for several participants over a two-year period, we were able to extract empirical instances of various types of intuition applied to the development of entrepreneurial opportunities. We found that the entrepreneurs in the study used at least four distinct types of intuition: problem-solving, creative, social, and temporal. Of these, we propose temporal intuition as a type not yet discussed in extant literature, while the others have not previously been studied in the entrepreneurial context. There are strong connections between these various aspects of intuition, and we discuss how the four types interact in a dynamic, unfolding process we tentatively define as opportunity intuition.
{"title":"Playing Chess or Painting Pictures? Unpacking Entrepreneurial Intuition","authors":"Christian Walsh, P. Knott, Jamie Collins","doi":"10.53703/001c.31082","DOIUrl":"https://doi.org/10.53703/001c.31082","url":null,"abstract":"We present a longitudinal, empirical study of the entrepreneurial opportunity development process, focused specifically on intuition in multiple forms. By following the opportunity development process for several participants over a two-year period, we were able to extract empirical instances of various types of intuition applied to the development of entrepreneurial opportunities. We found that the entrepreneurs in the study used at least four distinct types of intuition: problem-solving, creative, social, and temporal. Of these, we propose temporal intuition as a type not yet discussed in extant literature, while the others have not previously been studied in the entrepreneurial context. There are strong connections between these various aspects of intuition, and we discuss how the four types interact in a dynamic, unfolding process we tentatively define as opportunity intuition.","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41481259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper analyzes the impact of SMEs' entrepreneurial and learning orientation on the outcome of reorganization. We draw on a resource-based view on reorganization, linked with entrepreneurial and learning orientation. Previous research indicates a higher success rate of out-of-court reorganization compared to formal court-supervised proceedings. Out-of-court solutions are handled privately, therefore little is publicly known about the process of an out-of-court reorganization and what determines its success or failure. Thus, we focus on out-of-court reorganization, analyzing a sample of 521 Austrian SMEs. The data were collected from the financing banks. To test our hypothesized model of the impact of entrepreneurial and learning orientation on reorganization success, we applied bivariate analyses and logistic regression. The findings indicate that both entrepreneurial orientation and learning orientation positively influence the success of reorganization. While action-oriented entrepreneurial orientation probably has a stronger impact on short-term success, vision-oriented learning orientation seems to be more important for long-term turnaround. Company size acts as a moderator, indicating that small companies are less likely to succeed than micro-and medium-sized companies. The study has implications for corporate practice and future research.
{"title":"How to Manage a Crisis: Entrepreneurial and Learning Orientation in Out-of-Court Reorganization","authors":"S. Mayr, C. Duller, Manuel Königstorfer","doi":"10.53703/001c.31246","DOIUrl":"https://doi.org/10.53703/001c.31246","url":null,"abstract":"This paper analyzes the impact of SMEs' entrepreneurial and learning orientation on the outcome of reorganization. We draw on a resource-based view on reorganization, linked with entrepreneurial and learning orientation. Previous research indicates a higher success rate of out-of-court reorganization compared to formal court-supervised proceedings. Out-of-court solutions are handled privately, therefore little is publicly known about the process of an out-of-court reorganization and what determines its success or failure. Thus, we focus on out-of-court reorganization, analyzing a sample of 521 Austrian SMEs. The data were collected from the financing banks. To test our hypothesized model of the impact of entrepreneurial and learning orientation on reorganization success, we applied bivariate analyses and logistic regression. The findings indicate that both entrepreneurial orientation and learning orientation positively influence the success of reorganization. While action-oriented entrepreneurial orientation probably has a stronger impact on short-term success, vision-oriented learning orientation seems to be more important for long-term turnaround. Company size acts as a moderator, indicating that small companies are less likely to succeed than micro-and medium-sized companies. The study has implications for corporate practice and future research.","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43824713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The domain of sport entrepreneurship has become firmly established in the scientific community, but there remains an ongoing debate about the true meaning of sport entrepreneurship. Is sport entrepreneurship a distinct characteristic of sport, or is it a deduction of innovative behavior to create business in sport? Current conceptual progress is limited in important aspects of opportunity exploitation and value creation. This study offers a fundamental reconciliation based on a thorough literature review on the distinct nature of sport and theoretical constructs of entrepreneurial research to decode and recompose the concept of sport entrepreneurship. The presented effort towards a universally accepted definition is based on a process perspective and by integrating sport-related social entrepreneurship, this study is a prelude to improve the coherence of the future paradigm of sport entrepreneurship.
{"title":"Sport Entrepreneurship: Definition and Conceptualization","authors":"J. Hammerschmidt, S. Kraus, Paul Jones","doi":"10.53703/001c.31718","DOIUrl":"https://doi.org/10.53703/001c.31718","url":null,"abstract":"The domain of sport entrepreneurship has become firmly established in the scientific community, but there remains an ongoing debate about the true meaning of sport entrepreneurship. Is sport entrepreneurship a distinct characteristic of sport, or is it a deduction of innovative behavior to create business in sport? Current conceptual progress is limited in important aspects of opportunity exploitation and value creation. This study offers a fundamental reconciliation based on a thorough literature review on the distinct nature of sport and theoretical constructs of entrepreneurial research to decode and recompose the concept of sport entrepreneurship. The presented effort towards a universally accepted definition is based on a process perspective and by integrating sport-related social entrepreneurship, this study is a prelude to improve the coherence of the future paradigm of sport entrepreneurship.","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48859788","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Innovation in Family Farms: The Roles of the Market, the Family, and Farm Performance","authors":"Elena Fuetsch","doi":"10.53703/001c.31714","DOIUrl":"https://doi.org/10.53703/001c.31714","url":null,"abstract":"","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43269767","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Michael A. McDaniel, Jeffrey E. Mcgee, Michael D. Beeson, E. Prater
Rooted in self-determination theory (SDT), this paper focuses on the relationship between a franchisee’s desire for autonomy and financial performance. The typical franchise requires system-wide conformity and standardization. Yet, most franchisees are more than merely entrepreneurs with an instruction manual and so they desire independence, and addressing this paradox of desire for autonomy versus the desire for standardization represents a major challenge for franchisors. Utilizing a sample of 274 franchised fitness center locations across the United States, this study reports a negative relationship between a franchisee’s appetite for independence and their center’s financial performance. However, we also report that this adverse relationship is positively mediated when channeled through the franchisee’s personal initiative and self-awareness. These findings suggest that although the desire for autonomy may not be the most desirable franchisee disposition, its detrimental impact on performance may be suppressed if franchisees are aware of their strengths and weaknesses and demonstrate superior initiative and proactive behaviors.
{"title":"Channeling Franchisee Independence: How Personal Initiative and Self-Awareness Mediate the Relationship Between Desire for Autonomy and Franchise Performance","authors":"Michael A. McDaniel, Jeffrey E. Mcgee, Michael D. Beeson, E. Prater","doi":"10.53703/001c.31716","DOIUrl":"https://doi.org/10.53703/001c.31716","url":null,"abstract":"Rooted in self-determination theory (SDT), this paper focuses on the relationship between a franchisee’s desire for autonomy and financial performance. The typical franchise requires system-wide conformity and standardization. Yet, most franchisees are more than merely entrepreneurs with an instruction manual and so they desire independence, and addressing this paradox of desire for autonomy versus the desire for standardization represents a major challenge for franchisors. Utilizing a sample of 274 franchised fitness center locations across the United States, this study reports a negative relationship between a franchisee’s appetite for independence and their center’s financial performance. However, we also report that this adverse relationship is positively mediated when channeled through the franchisee’s personal initiative and self-awareness. These findings suggest that although the desire for autonomy may not be the most desirable franchisee disposition, its detrimental impact on performance may be suppressed if franchisees are aware of their strengths and weaknesses and demonstrate superior initiative and proactive behaviors.","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43701754","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Entrepreneurship and Innovation: The Coevolution of Two Fields","authors":"S. A. Alerasoul, V. Tiberius, R. Bouncken","doi":"10.53703/001c.29968","DOIUrl":"https://doi.org/10.53703/001c.29968","url":null,"abstract":"","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46342677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Vicent Clemente-Císcar, R. M. Yagüe-Perales, I. March-Chorda
{"title":"A New Perspective on the Perceived Benefits of a Science Park Location: Results From an fsQCA Analysis","authors":"Vicent Clemente-Císcar, R. M. Yagüe-Perales, I. March-Chorda","doi":"10.53703/001c.32310","DOIUrl":"https://doi.org/10.53703/001c.32310","url":null,"abstract":"","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49586763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Impact of Buyer-Seller Guanxi Positioning in Social Commerce Intention: The Buyer’s Perspective","authors":"Wen-Kuei Wu","doi":"10.53703/001c.32295","DOIUrl":"https://doi.org/10.53703/001c.32295","url":null,"abstract":"","PeriodicalId":52115,"journal":{"name":"Journal of Small Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49238330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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