Journal articles: 'Entrepreneurial Strategy'

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Danna, Denise, and Demetrius Porche. "Entrepreneurial Strategy." Journal for Nurse Practitioners 4, no. 8 (September 2008): 573–75. http://dx.doi.org/10.1016/j.nurpra.2008.07.012.

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Xiao, Yingzhao. "Entrepreneurial Network and Entrepreneurial Strategy Formation." Academy of Management Proceedings 2015, no. 1 (January 2015): 15832. http://dx.doi.org/10.5465/ambpp.2015.15832abstract.

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Hakala, Henri. "Entrepreneurial Strategy Orientation." Journal of Economics, Business and Management 3, no. 2 (2015): 212–15. http://dx.doi.org/10.7763/joebm.2015.v3.182.

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Omotosho, Sule Ishola, and Hod Anyigba. "Conceptualising corporate entrepreneurial strategy." Journal of Strategy and Management 12, no. 2 (May 9, 2019): 256–74. http://dx.doi.org/10.1108/jsma-05-2018-0046.

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Purpose The purpose of this paper is to conceptualize corporate entrepreneurial strategy using collaborative dynamics of contingency and agency theories, and to demonstrate how some constructs of these two theories are integrated to support long-term strategies of entrepreneurial firms in sustaining their competitive advantages and enhancing their performance. Design/methodology/approach Review of literature on strategic entrepreneurship, firm growth, contingency and agency theories were explored to support the conceptualized framework of the entrepreneurial strategy developed in this paper. The authors adopt a vignette approach to problematize theoretical gaps identified. The vignette was also used to embody the entrepreneurial strategy matrix developed. Findings This paper suggests that the effectiveness of corporate entrepreneurial strategies is influenced by the impacts of contingent environment and agency problem of goal conflicts. It provides some propositions for qualitative and empirical research that will extend the rigours of strategic entrepreneurship literature. Practical implications This paper highlights the implications of understanding and adopting diverse competitive and sustenance strategies. It provides avenues for entrepreneurial firms to take cognizance and use of the contingency and agency approaches to influence their long-term strategic directions to stay competitive. Institutional authorities will also benefit from having a conceptual reference and guide to further improve their entrepreneurship policies. Originality/value The authors took three novel steps to address the existing gap in the literature. First, the theories of entrepreneurship, contingency and agency were bound together and unified as a single framework to conceptualize entrepreneurial strategy. Second, the identified gaps were embodied in a vignette to problematize the theoretical issues and lastly, some testable propositions were put forward to explain different forms of entrepreneurial strategy. The authors also developed a corporate entrepreneurial strategy matrix based on the Covin and Miles (1999) forms of corporate entrepreneurship. It forms the basis for the propositions.

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Gans, Joshua S., Scott Stern, and Jane Wu. "Foundations of entrepreneurial strategy." Strategic Management Journal 40, no. 5 (February 21, 2019): 736–56. http://dx.doi.org/10.1002/smj.3010.

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Wegner, Douglas, Elisa Thomas, Eduardo Künzel Teixeira, and Alisson Eduardo Maehler. "University entrepreneurial push strategy and students’ entrepreneurial intention." International Journal of Entrepreneurial Behavior & Research 26, no. 2 (November 5, 2019): 307–25. http://dx.doi.org/10.1108/ijebr-10-2018-0648.

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Purpose The purpose of this paper is to question whether the university entrepreneurial push strategy influences the entrepreneurial intention (EI) of its students. Previous research followed multilevel approaches that jointly addressed the impact of individual characteristics, institutional environment, and educational support on EI. Despite these efforts, the extant literature did not consider differences between universities regarding the whole set of activities they perform to foster entrepreneurship among students and their results. Design/methodology/approach Through partial least squares structural equation modeling (PLS-SEM) procedures, this study compared data from 447 students of two Brazilian universities that differentiate themselves according to entrepreneurial push strategies (one adopts actions consistent with this type of strategy while the other does not). Whilst University 1 fosters entrepreneurship by investing in entrepreneurship courses, promoting entrepreneurship competitions, and offering incubation opportunities, University 2 primarily focuses on traditional managerial education without a specific focus on entrepreneurial activities. Findings Surprisingly, the results have shown the entrepreneurial push strategy of University 1 does not account for differences in the students’ EI when compared to University 2. Such finding contradicts previous studies on the effects of entrepreneurial education and sheds new lights on the role university’s support plays to foster entrepreneurship intention. Research limitations/implications Contributions to the literature on the field of entrepreneurship intention were made by showing that the efforts toward the promotion of entrepreneurship through entrepreneurship education, business plan competitions, and incubation might not have a direct influence on students’ EI. Practical implications As a practical implication, the study stimulates universities to evaluate the effectiveness of their efforts in promoting entrepreneurship through training, education and support for new ventures. The results also offer policy implications by suggesting that public policies should emphasize the development of institutions that foster a positive business environment, facilitate the creation of new ventures, the funding of start-ups and reinforce the benefits of becoming an entrepreneur. Originality/value The results are surprising because they contradict previous studies of the university’s role in fostering entrepreneurship intention. To the best of our knowledge, it is the first research comparing universities with two different approaches toward developing students’ EI: one university with a whole set of activities and another university without any specific activity with that purpose.

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Sun, Jialu, Meifang Yao, Weiyong Zhang, Yong Chen, and Yan Liu. "Entrepreneurial environment, market-oriented strategy, and entrepreneurial performance." Internet Research 26, no. 2 (April 4, 2016): 546–62. http://dx.doi.org/10.1108/intr-05-2015-0138.

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Purpose – The purpose of this paper is to explore the correlations among entrepreneurial environment, market-oriented strategies, and entrepreneurial performance. Design/methodology/approach – Entrepreneurial environment is measured by institutional environment and industrial environment. A survey of 176 large Chinese automobile firms is conducted. The structural equation model is applied to perform analysis. Findings – The uncertainty of the institutional environment is positively related with market-oriented strategies and market-oriented strategies are positively related with firms’ performance. The stronger the uncertainty of the industrial environment is, the larger impact that market-oriented strategies have on firms’ performance will be. There is no distinct positive relationship between the uncertainty of industrial environment and firms’ market-oriented strategies. The hypothesis, that the stronger the uncertainty of institutional environments is, the larger the impact that market-oriented strategies will be on firms’ performance, is not supported. Research limitations/implications – In terms of research design, this paper does not select survey samples randomly. This paper only takes institutional and industrial environments into consideration while the environmental characteristics are omitted. Originality/value – This paper expands entrepreneurship research by integrating previous studies. Findings in this paper are helpful for firms in emerging countries to implement “going abroad strategies,” to start up new businesses in other countries, and to achieve the goals of improving competitiveness and integrating with international firms.

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Primadhita, Yuridistya, Eka Avianti Ayuningtyas, and Anggraita Primatami. "Model Orientasi Kewirausahaan dan Strategi Bisnis Guna Meningkatkan Kinerja Wirausaha Perempuan di Bogor." Jurnal Pengembangan Wiraswasta 23, no. 1 (May 26, 2021): 1. http://dx.doi.org/10.33370/jpw.v23i1.493.

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Penelitian ini bertujuan untuk menguji pengaruh langsung orientasi kewirausahaan dan strategi bisnis serta pengaruh tidak langsung orientasi kewirausahaan yang dimediasi oleh strategi bisnis terhadap kinerja wirausaha perempuan di Bogor. Penelitian ini menggunakan data primer dari 50 wirausaha perempuan di Bogor. Analisis data dilakukan dengan menggunakan analisis jalur. Hasil penelitian menunjukkan bahwa orientasi kewirausahaan tidak berpengaruh secara langsung terhadap kinerja wirausaha perempuan. Hasil penelitian juga menunjukkan bahwa orientasi kewirausahaan yang dimediasi oleh strategi bisnis berpengaruh lebih besar terhadap peningkatan kinerja wirausaha perempuan. Orientasi kewirausahaan yang kuat diiringi dengan strategi efisiensi biaya, strategi diferensiasi produk, dan strategi segmen pasar spesifik akan memberikan kemungkinan yang lebih besar bagi wirausaha perempuan untuk meningkatkan kinerjanya dan menjadi lebih kompetitif.Kata kunci: kinerja; orientasi kewirausahaan; strategi bisnis; UMKM; wirausaha perempuan ABSTRACTThis study aims to examine the direct effect of entrepreneurial orientation and business strategy and also the indirect effect of entrepreneurial orientation, mediates by business strategy, on the performance of women entrepreneurs in Bogor. This study used the primary data of 50 women entrepreneurs in Bogor. The data was analyzed using path analysis. The results showed that entrepreneurial orientation has no directly effect on the performance of women entrepreneurs. The results also showed that entrepreneurial orientation that is mediated by business strategy has a greater effect on improving the performance of women entrepreneurs. Strong entrepreneurial orientation that accompanied by cost efficiency strategy, product differentiation strategy, and specific market segment strategy will provide more possibilities for women entrepreneurs to improve their performance and become more competitive.Keywords: business strategy; entrepreneurial orientation; performance; SMEs; women entrepreneurship

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Mintzberg, Henry, and James A. Waters. "Tracking Strategy in an Entrepreneurial Firm." Family Business Review 3, no. 3 (September 1990): 285–315. http://dx.doi.org/10.1111/j.1741-6248.1990.00285.x.

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This study tracks the strategies of a retail chain over sixty years of its history to show how that vague concept called strategy can be operationalized and to draw conclusions about strategy formation in the entrepreneurial firm that grows large and formalizes its structure. The conclusions focus on patterns of strategic change and on contrasting characteristics of entrepreneurship and planning.

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Keyhani, Mohammad. "An Entrepreneurial Approach to Strategy." Academy of Management Proceedings 2015, no. 1 (January 2015): 10399. http://dx.doi.org/10.5465/ambpp.2015.10399abstract.

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SHIREY, MARIA R. "Transferable Skills and Entrepreneurial Strategy." Clinical Nurse Specialist 23, no. 3 (May 2009): 128–30. http://dx.doi.org/10.1097/nur.0b013e3181a075a8.

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Gray, Colin, and Eddie Gonsalves. "Organizational Learning and Entrepreneurial Strategy." International Journal of Entrepreneurship and Innovation 3, no. 1 (February 2002): 27–33. http://dx.doi.org/10.5367/000000002101299015.

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Globalization, deregulation and new information and communication technologies (ICT) are having enormous effects on all types of business. Indeed, ICT are now adding two new sources of entrepreneurial business alongside start-ups and management buy-ins and buy-outs — rejuvenated established firms and downsized, out-sourced former larger businesses. Schumpeter's five key areas of innovation (drivers of competitive advantage and entrepreneurial strategy) have taken on a new resonance as ICT have added others such as supply chain management, market information, financing and distribution. Outsourcing and ICT have made economies of scale quicker and easier to achieve for SMEs, but deeper and more extensive knowledge is required of the capabilities of ICT and of potential partners. Economies of scope also require increased knowledge of internal organizational capabilities and of potential external partners. Various studies in the UK highlight the increased importance to entrepreneurial small firms of ICT-supported networking with other firms and of the organizational knowledge that lies behind successful strategies in these areas. Thus, the ability of individual owners and managers to learn and the capacity for organizational learning within an SME become crucial determinants of success in the new knowledge economy. This paper is based on an intensive study of organizational learning among the smaller members of the UK's Institute of Directors (IoD). It identifies different levels of organizational learning and the characteristics of SMEs at different levels, with particular attention to differences in business strategies. The findings of the IoD study are augmented by findings from the independent non-profit Small Business Research Trust (SBRT). SBRT has collaborated with the Open University Business School in studies on the determinants of management development in SMEs and has longitudinal data for analysing whether there is a connection between growth-oriented, innovative, entrepreneurial SMEs and their propensity to network, to use ICT and to support learning in their organizations. Exploring the linkages between organizational learning and SME behaviour, strategy and performance, the paper concludes with a typology of SME strategies related to organizational learning and suggestions for future research in this area.

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Sonfield, Matthew C., and Robert N. Lussier. "Innovation, Risk and Entrepreneurial Strategy." International Journal of Entrepreneurship and Innovation 1, no. 2 (June 2000): 91–97. http://dx.doi.org/10.5367/000000000101298586.

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Both new and ongoing ventures require good strategies. But how does an entrepreneur determine the best strategies for a venture? What is necessary for high-level performance? Management research and theory have a great deal to say about how strategy leads to performance, but much of this theory is difficult for business practitioners to apply to their companies. This article presents the Entrepreneurial Strategy Matrix, a model that is based on theory yet is uncomplicated and easy to use: the business manager identifies the levels of innovation and risk inherent in the venture and the Entrepreneurial Strategy Matrix then identifies strategies that are most likely to be effective in that particular situation.

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Shirley, Steve. "Corporate strategy and entrepreneurial vision." Long Range Planning 22, no. 6 (December 1989): 107–10. http://dx.doi.org/10.1016/0024-6301(89)90108-8.

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Peltonen, Juhana. ""Within Recession Strategy, Entrepreneurial Strategy Making, and Performance"." Academy of Management Proceedings 2014, no. 1 (January 2014): 17520. http://dx.doi.org/10.5465/ambpp.2014.17520abstract.

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Ali Abbas, Zayad, and Nesrien Jasim Mohamed. "STRATEGIC DIALOGUE AND ITS IMPACT ON ENTREPRENEURIAL STRATEGY COMPASS." International Journal of Research in Social Sciences and Humanities 11, no. 1 (February 20, 2021): 36–50. http://dx.doi.org/10.37648/ijrssh.v11i01.004.

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Eric-Nielsen, Jelena, Veljko Marinkovic, and Jelena Nikolic. "A strategic approach to organisational entrepreneurship: Employees’ awareness of entrepreneurial strategy." Ekonomski anali 64, no. 222 (2019): 117–46. http://dx.doi.org/10.2298/eka1922117e.

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The purpose of the paper is to explore employees? awareness of the entrepreneurial strategy in an organisation. We argue that employee awareness of the clarity and flexibility of entrepreneurial strategy differs depending on gender, age, seniority, education, and working experience. We provide a theoretical overview explaining the interaction between performance-oriented strategic management and entrepreneurship, based on organisational innovation. Our study delineates the specifics of a strategic approach to organisational-level entrepreneurship, explaining in depth the integration of entrepreneurship and strategy. The data was collected from a total of 39 managers and 50 employees holding non-managerial positions in 19 Serbian companies. The results of the analysis show a statistically significant difference in employees? awareness of the clarity and flexibility of entrepreneurial strategy, depending on gender, level of education, and seniority. The research presents empirically and theoretically substantiated evidence regarding the necessity to make entrepreneurial strategy an integral part of corporate strategy and to make employees aware of the relevance of strategy in achieving long-term competitive advantage. Based on these considerations the results are critically evaluated their implications and limitations are discussed, and avenues for further research are recommended.

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Jennings, Daniel F., and Kevin G. Hindle. "Performance Differences between Entrepreneurial and Non-Entrepreneurial Firms." International Journal of Entrepreneurship and Innovation 10, no. 1 (February 2009): 4–20. http://dx.doi.org/10.5367/000000009787414208.

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This paper extends the strategy–structure–performance paradigm to examine the performance differences between entrepreneurial and non-entrepreneurial electrical distribution firms. The results indicate that both entrepreneurial and non-entrepreneurial electrical distributors with an optimal strategy–structure alignment tend to have a higher organizational performance than those entrepreneurial and non-entrepreneurial electrical distributors without such an alignment. The results are examined and conclusions are offered. Finally, the implications for future research are set out, as are the limitations of the present study.

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Magnani, Giovanna, and Antonella Zucchella. "Coping with uncertainty in the internationalisation strategy." International Marketing Review 36, no. 1 (February 11, 2019): 131–63. http://dx.doi.org/10.1108/imr-02-2017-0042.

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Purpose The purpose of this paper is to explore uncertainty-coping strategic actions in the internationalisation strategy of entrepreneurial ventures, encompassing born globals/international new ventures, enduring established internationalisers, old born globals, born-again globals and micro-multinationals. Design/methodology/approach The authors developed a qualitative exploratory study applying a grounded theory approach to ten entrepreneurial firms to investigate the strategies they adopted to cope with Knightian uncertainty in international markets. Findings The global niche strategy emerged as a successful path to deal with uncertainty in smaller firms’ internationalisation. The authors uncover the components of this strategy, namely the creation of markets, the focus on global clients and the control of technology. Originality/value The contribution of this paper consists in exploring how entrepreneurial firms cope with uncertainty through a global niche strategy and in outlining its main components. The authors develop a model of smaller entrepreneurial firms’ international strategising under this perspective. The research thus links together international marketing and strategy with (international) entrepreneurship studies.

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Wulandari, Respati, and Maria Grace Herlina. "Application of Strategic Entrepreneurship Approach in Franchise and Non-franchise Business: A Study in Non-Formal English Education in Indonesia." Journal of Business and Behavioural Entrepreneurship 5, no. 1 (June 17, 2021): 127–41. http://dx.doi.org/10.21009/jobbe.005.1.08.

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This study further examines the influence of entrepreneurship in the innovation of the non-formal English language education industry (English course) that is oriented towards the achievement of competitive advantage. Entrepreneurship is characterized by entrepreneurial leadership, entrepreneurial culture, and an entrepreneurial mindset. This research approach is undertaken with strategic entrepreneurship. The method used is a quantitative method that begins with an explorative study of the English course industry in DKI Jakarta. The results of the discussion of institutional course data using a franchise system in which entrepreneurial mindset has no significant effect on entrepreneurial leadership and innovation strategy, as well as entrepreneurial culture, has no significant impact on innovation strategy. On the other side, institutional course data using a non-franchise system found that entrepreneurial leadership has no significant effect and is inversely proportional to innovation strategy. This research provides a new repertoire of entrepreneurial fusion and its impact on organizational innovation so that competitive advantage can be achieved. The entrepreneurial typology and innovation of the research results are given in managerial implications as the contribution of this study.

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Xiao, Zhirun. "Integration Strategy of Entrepreneurial Enterprises Resources." Open Journal of Social Sciences 02, no. 09 (2014): 81–86. http://dx.doi.org/10.4236/jss.2014.29014.

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Stites, Richard W. "Industrial Work as an Entrepreneurial Strategy." Modern China 11, no. 2 (April 1985): 227–46. http://dx.doi.org/10.1177/009770048501100204.

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Alvi, Farzad H., and Alan L. Carsrud. "Strategic Entrepreneurial Agency in Emerging Markets." Journal of Entrepreneurship 26, no. 1 (March 2017): 77–101. http://dx.doi.org/10.1177/0971355716677394.

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This article introduces the concept of strategic entrepreneurial agency (SEA) to describe the impromptu and improvised nature of strategy making by managers of ventures in emerging markets. The concept is at the intersection of strategy, international entrepreneurship (IE) and entrepreneurship literatures. Rather than customary firm-level approaches that dominate the literature, the concept of SEA argues that learning and individual agency are critical for addressing the institutional upheaval of emerging markets. The psychology of the entrepreneur and IE from the individual as opposed to firm perspective are central in the institutional contexts of emerging markets. The article proposes research propositions informed by psychology of the entrepreneur and strategy-as-practice.

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Habbershon, Timothy G., and Joseph Pistrui. "Enterprising Families Domain: Family-Influenced Ownership Groups in Pursuit of Transgenerational Wealth." Family Business Review 15, no. 3 (September 2002): 223–37. http://dx.doi.org/10.1111/j.1741-6248.2002.00223.x.

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The field of family business studies has not explicitly identified the entrepreneurial potential of the family ownership group or adequately delineated the strategic requirements for sustaining wealth creation across generations. To address such issues, this paper presents the parameters for family-influenced transgenerational wealth creation. It identifies the family ownership group as the appropriate unit of entrepreneurial analysis and delineates the entrepreneurial strategy methods and family-as-investor mind-set that create the enterprising families domain. In so doing, the paper creates a true nexus between the fields of entrepreneurial strategy and family business studies.

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Rüsch, Stephanie, Maik Lachmann, Maximiliane Wilkesmann, and Karola Bastini. "The effects of entrepreneurial orientation on strategy choice and management control in nonprofit organizations." Problems and Perspectives in Management 17, no. 3 (August 12, 2019): 153–68. http://dx.doi.org/10.21511/ppm.17(3).2019.13.

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In light of increasing relevance of strategic considerations in the nonprofit sector, this study investigates the entrepreneurial orientation of nonprofit CEOs and its linkage to strategic decision-making. The study provides initial insights into the types and effects of CEO entrepreneurial orientation, corresponding strategic choices, and differences in the implementation of strategies through managerial control in nonprofit organizations. Semi-structured expert interviews were conducted with the top managers of German nonprofit hospitals. The interviews were evaluated using qualitative content analysis. The findings are consistent with upper echelon theory, which considers management characteristics to be a determinant of strategic decision making, acting as a mediator between the external environment and strategic choices. The analysis includes two levels: (1) the entrepreneurial orientation of nonprofit CEOs at the individual level and (2) strategic choices on competitive strategies and their implementation at the organizational level. The findings show that the competitive environment evokes different types of entrepreneurial orientation that influence the approach of nonprofit CEOs to strategic decisions and implementation processes. Highly entrepreneurial CEOs prefer prospector strategies over defender or reactor strategies. CEOs with low levels of entrepreneurial orientation tend to use controls diagnostically, whereas CEOs exhibiting medium to high levels of entrepreneurial orientation use controls interactively. This study extends the existing literature by providing evidence of the types of managerial entrepreneurial orientation in nonprofit organizations and the resulting effects on strategic planning and implementation processes. This paper thus sheds light on a key determinant of strategic decision-making and implementation in nonprofit organizations.

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Karimov, K. Kh. "Development Strategy of Uzbekistan: Modernization Versus Innovation?" INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 6, no. 4 (2020): 46–53. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.64.2003.

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The article investigates the strategic management tools and economic – organizational mechanisms of the entrepreneurial structures of the Republic of Uzbekistan on the macro level. The research results revealed that for fulfilling the Strategy Actions it’s necessary to redirect the strategy from modernization to innovations, and also economical – organizational mechanisms of the entrepreneurial structures and systems as measures for their sustainable growth and innovative development. In this process transformation is the aim, innovative development is the tool, and effective and sustainable development of business structure and systems is asymptotic equilibrium. On the macro level, an optimal innovative level of business units was identified by formulating a mathematic equation. In the equation, the dependent variable is labour productivity, while independent variables include material and intellectual production factors.

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Jenkins, Hugh. "Entrepreneurial Headteachers?" Management in Education 7, no. 4 (November 1993): 21–22. http://dx.doi.org/10.1177/089202069300700411.

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Suardhika, I. Nengah. "MODEL INTEGRASI DALAM RESOURCES-BASED VIEW UNTUK PENERAPAN STRATEGI BERSAING DAN PENCAPAIAN KINERJA USAHA." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 1 (March 1, 2012): 63. http://dx.doi.org/10.24034/j25485024.y2012.v16.i1.2313.

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This study develops a model of integration which refers to the RBV of the firm to understand the control of strategic resources and entrepreneurial orientation as a basis for aligning competitive strategy in a dynamic environment and improved business performance. The results of SEM analysis of survey data as many as 153 export-oriented SMEs in Bali proved that the combination of strategic resources and entrepreneurial orientation is the underlying strategic instrument to implement the competitive strategy of SMEs, so as to improve or enhance its competitive position. A better competitive position of SMEs obtained, being able to align the dynamics of the business environment faced, and delivering SME to achieve improved business performance. If SMEs do not implement competitive strategy is based on the integration of strategic resources and entrepreneurial orientation, the dynamic environment encountered can inhibit or decrease the achievement of business performance.

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Elnadi, Moustafa, and Mohamed Hani Gheith. "Entrepreneurial ecosystem, entrepreneurial self-efficacy, and entrepreneurial intention in higher education: Evidence from Saudi Arabia." International Journal of Management Education 19, no. 1 (March 2021): 100458. http://dx.doi.org/10.1016/j.ijme.2021.100458.

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Maksimov, Vladislav. ""Opportunity-Seeking, Entrepreneurial Orientation and Subsidiary Strategy"." Academy of Management Proceedings 2016, no. 1 (January 2016): 15054. http://dx.doi.org/10.5465/ambpp.2016.15054abstract.

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Zhou, Wubiao. "Public-Private Hybrid Strategy and Entrepreneurial Reinvestment." Academy of Management Proceedings 2013, no. 1 (January 2013): 15658. http://dx.doi.org/10.5465/ambpp.2013.15658abstract.

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Marx, Matt, and David Hsu. "Technology Commercialization Strategy Dynamics and Entrepreneurial Performance." Academy of Management Proceedings 2012, no. 1 (July 2012): 12808. http://dx.doi.org/10.5465/ambpp.2012.12808abstract.

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Seakoo, Areerat, Praween Pansuppawatt, and Padcharee Jitrawang. "ENTREPRENEURIAL CREATIVITY STRATEGY OF SMEs IN THAILAND." International Journal of Business Research 13, no. 4 (October 1, 2013): 105–16. http://dx.doi.org/10.18374/ijbr-13-4.9.

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Pitt, Leyland F., Pierre R. Berthon, and Michael H. Morris. "Entrepreneurial pricing: the Cinderella of marketing strategy." Management Decision 35, no. 5 (June 1997): 344–50. http://dx.doi.org/10.1108/00251749710173706.

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KUNGWANSUPAPHAN, CHONNATCHA, and JIBON KUMAR SHARMA LEIHAOTHABAM. "ENTREPRENEURIAL ORIENTATION, PERFORMANCE AND THE MODERATING ROLE OF INSTITUTIONAL CAPITAL: A CASE STUDY OF FEMALE ENTREPRENEURS IN THAILAND." Journal of Developmental Entrepreneurship 24, no. 02 (June 2019): 1950008. http://dx.doi.org/10.1142/s1084946719500080.

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This study examines the relationship between entrepreneurial orientation of female entrepreneurs and business performance, and analyzes the moderating role of institutional capital on the entrepreneurial orientation-performance link. The results of the study highlight the important role of entrepreneurial orientation, including proactiveness, innovativeness and risk-taking, in directing business performance of female entrepreneurs and the complex interplay among entrepreneurial orientation variables. It also indicates that accessibility to institutional capital, through regulative, cognitive and normative dimensions, encourages female entrepreneurs to be more entrepreneurially oriented, thus leading to better business performance. In addition, this research proposes an integrated framework to guide policy makers on how institutional capital can play a crucial role in helping female entrepreneurs, stressing the importance of becoming entrepreneurial oriented and thus, achieving superior business performance.

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Russell, Robert D., and Craig J. Russell. "An Examination of the Effects of Organizational Norms, Organizational Structure, and Environmental Uncertainty on Entrepreneurial Strategy." Journal of Management 18, no. 4 (December 1992): 639–56. http://dx.doi.org/10.1177/014920639201800403.

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Investigators have examined the impact of organizations' structural and environmental characteristics on innovation. We developed a measure of the innovation management process, specifically organizational norms toward innovation, and examined its relationship to innovation (as measured by effective entrepreneurial strategy) in combination with measures of organizational structure and environment. Survey responses from respondents within 77 strategic business units were analyzed. Innovation norms, degree of decentralization in organizational structure, and environmental uncertainty explained significant and meaningful variance in entrepreneurial strategy. Interestingly, correlations between success of entrepreneurial strategy and (a) organizational structure and (b) environmental uncertainty approach zero when innovation-related norms are partialled out. Implications are discussed for the integration of this previously unexamined process variable innovation norms-to extend theories of innovation and corporate entrepreneurship.

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Agrawal, Ajay, Joshua S. Gans, and Scott Stern. "Enabling Entrepreneurial Choice." Management Science 67, no. 9 (September 2021): 5510–24. http://dx.doi.org/10.1287/mnsc.2020.3920.

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Entrepreneurs must choose between alternative strategies for bringing their idea to market. They face uncertainty regarding both the quality of their idea as well as the efficacy of each strategy. Although entrepreneurs can reduce this uncertainty by conducting tests, any single test conflates the signal of the efficacy of the particular strategy and the quality of the idea. Resolving this conflation requires exploring multiple strategies. Consequently, entrepreneurial choice is enhanced by finding ways to lower the cost of testing multiple strategies, receiving guidance as to the types of tests likely to reduce signal conflation, and optimally sequencing tests based on previous beliefs. This creates a role for judgment that may be provided by trusted third parties such as mentors and investors. We hypothesize that institutions that lower the cost of transmitting and aggregating judgment spur entrepreneurial performance. This paper was accepted by David Simchi-Levi, Special Section of Management Science: 65th Anniversary.

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H. Godiwalla, Yezdi. "Global Organizational Innovation Strategy." International Journal of Social Science Studies 6, no. 8 (July 24, 2018): 45. http://dx.doi.org/10.11114/ijsss.v6i8.3477.

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Global innovation strategy makes a global (or international) organization more competitive and contributes to long term growth. A focus on newer trends and approaches in the technology and internal and external organizational processes would help the innovative and entrepreneurial spirit and endeavor. The proper organizational entrepreneurial goals, strategy and culture would generate greater connectedness with the relevant task environments for the global organization to explore and subsequently pursue newer product and services. Altogether, the integrated global sharing, joint experimentation among its subsidiaries and their combined innovation effort, the well-interfaced global supply chain’s innovative endeavors, and the well-planned and systematic innovation strategy, together would spur greater global competitiveness and growth. It is a combined global approach that would effectively generate innovation.

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Gao, Yang, Baoshan Ge, Xiangxiang Lang, and Xiaobo Xu. "Impacts of proactive orientation and entrepreneurial strategy on entrepreneurial performance: An empirical research." Technological Forecasting and Social Change 135 (October 2018): 178–87. http://dx.doi.org/10.1016/j.techfore.2017.11.019.

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Callaway, Stephen K., and Sandeep B. Jagani. "The impact of banks’ entrepreneurial orientation on strategic control systems." American Journal of Business 30, no. 1 (April 7, 2015): 49–71. http://dx.doi.org/10.1108/ajb-10-2013-0067.

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Purpose – An organization’s entrepreneurial orientation will relate directly to its efficiency strategies, market development strategies (growth), and its product development strategies (innovation). A firm will develop appropriate strategic control systems according to these chosen strategies. In order to be competitive and balance efficiency, growth and innovation strategies, the purpose of this paper is to discuss the most appropriate strategic controls to implement these strategies. Design/methodology/approach – The eight variables under study were measured using 22 psychometric survey items obtained from responses of 101 FDIC-registered banks. Findings – The results show a more entrepreneurial orientation is associated with an efficiency strategy, a market development strategy, and a product development strategy. The efficiency strategy was not associated with formal controls, contrary to expectations. A market development strategy was associated with formal rules, but was not found to be associated with formal targets. Finally, product development strategies was associated with all four strategic control archetypes. Research limitations/implications – The limitation of this study is that, it only examined banking institutions, and did not consider long-term financial performance implications. This paper supports and extends current research pertaining to company key success factors. Success requires effectively balancing cost reduction objectives, growth objectives, and innovation objectives, in order to achieve sustainable competitive advantage. A more entrepreneurial orientation necessitates a focus on innovation, traditional growth patterns, as well as cost cutting. Originality/value – This paper demonstrates that an organization’s entrepreneurial orientation will relate directly to its efficiency, growth, and innovation strategies. Also, it finds the most effective strategic controls to implement these strategies.

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KOLLMANN, TOBIAS, ANDREAS KUCKERTZ, and CHRISTOPH STÖCKMANN. "CONTINUOUS INNOVATION IN ENTREPRENEURIAL GROWTH COMPANIES: EXPLORING THE AMBIDEXTROUS STRATEGY." Journal of Enterprising Culture 17, no. 03 (September 2009): 297–322. http://dx.doi.org/10.1142/s0218495809000370.

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This paper applies ambidextrous management to entrepreneurial growth companies. Ambidexterity aims at overcoming organizational inertia that threatens organizational survival. The concept is typically applied to established corporations in order to cure existing inertia. However, ambidextrous management may also help to avoid the emergence of inertia in entrepreneurial growth companies. We therefore discuss ambidexterity against the background of entrepreneurial growth companies and reveal how it can be used to build sustainable organizations. Our reasoning is based on organization science and entrepreneurship theory; in doing so we derive two groups of theoretical propositions explaining the antecedents of emergence and the antecedents of success of ambidextrous management in entrepreneurial growth companies.

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Nuvriasari, Audita, Gumirlang Wicakson, and Sumiyarsih Sumiyarsih. "PERAN ORIENTASI PASAR, ORIENTASI KEWIRAUSAHAAN DAN STRATEGI BERSAING TERHADAP PENINGKATAN KINERJA UKM." EKUITAS (Jurnal Ekonomi dan Keuangan) 19, no. 2 (February 2, 2017): 241. http://dx.doi.org/10.24034/j25485024.y2015.v19.i2.1766.

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The main problem on this research is the poor performance of SMEs. It can be caused by cultural factors of business (market orientation and entrepreneurial orientation) as well as factors of competitive strategy on SMEs. The research problem is how the influence of market orientation, entrepreneurial orientation and competitive strategy on the performance of SMEs. The purpose of this research is to analyze the effect of market orientation, entrepreneurial orientation and competitive strategy against the performance of SMEs. The samples were 100 SMEs Creative Industries in DIY with business fields handycrapts (various silver, natural fibers, pottery, leather, and wood) and fashion (various Batik). Testing the hypothesis in this study uses path analysis. The results showed that there are significant positive and significant correlation between market orientation and entrepreneurial orientation towards competitive strategy (differentiation strategy, low cost, and focus). Market orientation and entrepreneurial orientation positifdan impact significantly on the performance of SMEs. There is a positive and significant influence between competitive strategy against the performance of SMEs. Entrepreneurial orientation have direct influence higher than market orientation.

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Miles, Morgan, Audrey Gilmore, Paul Harrigan, Gemma Lewis, and Zubin Sethna. "Exploring entrepreneurial marketing." Journal of Strategic Marketing 23, no. 2 (May 6, 2014): 94–111. http://dx.doi.org/10.1080/0965254x.2014.914069.

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Trihastuti, Meiwatizal, Aim Abdulkarim, Endang Danial, and Acep Supriadi. "Learning Strategy for Students’ Entrepreneurial Spirit through Students’ Cooperation (KOPMA)." Jurnal Iqra' : Kajian Ilmu Pendidikan 5, no. 2 (December 10, 2020): 83–94. http://dx.doi.org/10.25217/ji.v5i2.855.

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At present, a number of contemporary skills become crucial for students in learning process, especially the entrepreneurship skill. This article aimed to identify the students’ learning strategy on entrepreneurial spirit through student’s cooperation (KOPMA). This study was descriptive qualitative study that involved five student’s cooperation (KOPMA) in 4 universities. This study has resulted that KOPMA has become a media in forming entrepreneurial spirit for students. Besides, the learning strategy was carried out through: 1) dividing a time-set between academic learning and cooperation (KOPMA); and 2) bravery to take any risk in cooperation (KOPMA). This learning strategy was intended to instill and develop students’ entrepreneurial spirit. Keywords: Learning Strategy, Entrepreneurial Spirit, Entrepreneurship

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Panarina, Ekaterina. "University-industry Partnership as a Key Strategy for Innovative Sustainable Economic Growth." Journal of International Business Research and Marketing 1, no. 1 (2015): 25–28. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.11.3003.

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The intensified global competition for factors that drive the competitiveness of entrepreneurial ecosystems forces policymakers to seek new models of economic growth. The current Russian model, based on the exportation of natural resources, has become increasingly obsolete. Today, to achieve growth targets, Russia must move from the redistribution of mineral resources to intensify innovation activity and develop technology-intensive products. Universities and industry are two partners of the entrepreneurial ecosystem that can connect to merge the discovery-driven culture of universities with the innovation-driven environment.

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Kavoura, Androniki, and Tuula Andersson. "Applying Delphi method for strategic design of social entrepreneurship." Library Review 65, no. 3 (April 4, 2016): 185–205. http://dx.doi.org/10.1108/lr-06-2015-0062.

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Purpose – This paper aims to examine the strategic design for entrepreneurial activity. This study examines and evaluates a qualitative Delphi methodology used in a research for the strategy development needs of entrepreneurship counselling and education. The strategic design presented may well apply to non-profit organisations due to the fact that limited resources in funding of non-profit organisations exist. Design/methodology/approach – This paper introduces methodological considerations of applying the Delphi method to the strategy development for an entrepreneurship counselling design, taking Ensimetri – an entrepreneurship counselling organisation in Finland – as a case study, and the potential in applying this strategic design projects to libraries and information management centres. Findings – The research provides a framework on entrepreneurial strategic design. The top ten items that emerged from this research may provide the framework for the development of entrepreneurial strategic design. They may be used to further examine our understanding for the strategy development needs of entrepreneurship counselling and education, as very limited research has taken place on this issue. Issues of culture are discussed. Findings illustrate that respondents would appreciate guidance on the initiation of entrepreneurial activities from the university that are associated with programmes and services provided that may help them on the initiation of entrepreneurial activities. Libraries may use the integrated information systems they employ. This exploratory study found that cultural values may influence entrepreneurship intention. Gender issues are also discussed in regard to the strategic design of entrepreneurial activity, adding to the existing literature for gender differences in attitude. The research provides a framework on entrepreneurial strategic design, and the role of universities with the use of integrated information systems and library services to the initiation of such entrepreneurial activities. Practical implications – Findings of this research may well apply in non-profit organisations such as libraries and information and communication sectors, where in periods of economic crisis, social entrepreneurship can be adopted so that these organisations become profitable. Education has also a role to play in the development of entrepreneurship. Originality/value – The application of the Delphi method to entrepreneurial research, and the use of this design to seek intention and attitudes by and for information professionals and marketers, may in fact contribute to the implementation of social entrepreneurship. Very limited research has taken place to explore entrepreneurial intention. The paper discusses a new methodology which can also be used outside Finland and is of relevance to the information profession. This research makes a theoretical and practical contribution on social entrepreneurial potential and its strategic design. Implications for social entrepreneurship are provided. The implementation of information and communications technologies, the role of social media networks and issues associated with culture are discussed for strategic communication.

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Bloom, Paul N., and Aaron K. Chatterji. "Scaling Social Entrepreneurial Impact." California Management Review 51, no. 3 (April 2009): 114–33. http://dx.doi.org/10.2307/41166496.

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Nicholson, Nigel. "Personality and entrepreneurial leadership:." European Management Journal 16, no. 5 (October 1998): 529–39. http://dx.doi.org/10.1016/s0263-2373(98)00030-9.

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Deroy, Xavier. "L'événement entrepreneurial et le modèle entrepreneurial." Revue française de gestion 34, no. 187 (October 30, 2008): 51–63. http://dx.doi.org/10.3166/rfg.187.51-63.

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Handrimurtjahjo, Agustinus Dedy. "Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage." Binus Business Review 5, no. 2 (November 28, 2014): 437. http://dx.doi.org/10.21512/bbr.v5i2.992.

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Strategic entrepreneurship has emerged as a new concept in examining convergence in entrepreneurship studies (opportunity-seeking behavior) and strategic management (advantage-seeking behavior). Studies in the area of strategic management have gradually exposed the relationship betweenstrategic management and entrepreneurship: entrepreneurial strategy making; intrapreneurship; entrepreneurial strategic posture within organizations; entrepreneurial orientation; strategic managementintegration as a context for entrepreneurial actions; and entrepreneurship theory with strategic management and the resource-based view (RBV). A conceptual model of SE that has been developed by Ireland et al.suggested that a firm which linearly and sequentially: employs an entrepreneurial mindset to identify opportunities; manages resources strategically to tackle the opportunity; applies creativity and innovation; andgenerates a competitive advantage is strategic and entrepreneurship operation. Managers must maximize the pursuit of new business opportunities while simultaneously maximize the generation and application of temporary competitive advantages to sustainably create organizational value. This paper develops a conceptual framework that demonstrate the role of strategic entrepreneurship in building sustainable competitiveadvantage.

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Journal articles on the topic 'Entrepreneurial Strategy'

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