|
|
How Entrepreneurial Orientation Influences Firm Performance A Fuzzy-set Analysis |
Jin Yongsheng,Ji Huanyong |
School of Economic and Management,Beijing University of Posts and Telecommunications,Beijing 100876,China |
|
|
Abstract Most prior research on entrepreneurial orientation treat its features as an aggregate construct to investigate its influence on firm performance,ignoring complex relationships among different features.This study deconstructs entrepreneurial orientation into Innovativeness,Risk-taking and Proactiveness ,and investigates how entrepreneurial orientation dimensions and contingenciesinfluence firm performance collectively by using fuzzy-set qualitative comparative analysis.The results show that,innovativeness is a core-necessary condition of high firm performance,however,the importance of risk-taking and proactiveness are depend on different contingencies The results are beneficial for the development and application of entrepreneurial orientation in China,and offer new insights into causally complex issues in strategic management field.
|
Received: 11 October 2016
|
|
Corresponding Authors:
Jin Yongsheng
|
|
|
|
[1]COVIN J G,SLEVIN D P.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1):75-87.
[2]张骁,胡丽娜.创业导向对企业绩效影响关系的边界条件研究——基于元分析技术的探索[J].管理世界,2013(6):99-110,188.
[3]贾建锋,赵希男,于秀凤,等.创业导向有助于提升企业绩效吗——基于创业导向型企业高管胜任特征的中介效应[J].南开管理评论,2013(2):47-56.
[4]LISBOA A,SKARMEAS D,SARIDAKIS C.Entrepreneurial orientation pathways to performance: a fuzzy-set analysis[J].Journal of Business Research,2015,69(4):1319-1324.
[5]WU C W.Global-innovation strategy modeling of biotechnology industry[J].Journal of Business Research,2013,66(10): 1994-1999.
[6]LI Y,WEI Z,LIU Y.Strategic orientations,knowledge acquisition,and firm performance:the perspective of the vendor in cross-border outsourcing[J].Journal of Management Studies,2010,47(8):1457-1482.
[7]魏江,焦豪.创业导向、组织学习与动态能力关系研究[J].外国经济与管理,2008,12(1):36-41.
[8]FRAMBACH R T,FISS P C,INGENBLEEK P T M.How important is customer orientation for firm performance? a fuzzy set analysis of orientations,strategies,and environments[J].Journal of Business Research,2015,69(4):1428-1436.
[9]何俊志.比较政治分析中的模糊集方法[J].社会科学,2013(5):30-38.
[10]王程韡.腐败的社会文化根源:基于模糊集的定性比较分析[J].社会科学,2013(10):28-39.
[11]黄荣贵,郑雯,桂勇.多渠道强干预、框架与抗争结果——对40个拆迁抗争案例的模糊集定性比较分析[J].社会学研究,2015(5):90-114,244.
[12]LUMPKIN G T,DESS G G.Clarifying the entrepreneurial orientation construct and linking it to performance[J].Academy of Management Review,1996,21(1): 135-173.
[13]MILLER D.The correlates of entrepreneurship in three types of firms[J].Management Science,1983,29(7): 770-791.
[14]ZAHRA S A,JENNINGS D F,KURATKO D F..The antecedents and consequences of firm-level entrepreneurship: the state of the field[J].Entrepreneurship Theory and Practice,1999,24(2):102-111.
[15]胡望斌,张玉利.新企业创业导向的测量与功效:基于中国经验的实证研究[J].管理评论,2012(3):40-48,57.
[16]FAN D,CUI L,LI Y,et al.Localized learning by emerging multinational enterprises in developed host countries: a fuzzy-set analysis of Chinese foreign direct investment in Australia[J].International Business Review,2016,25(1): 187-203.
[17]AMENTA E,POULSEN J D.Where to begin a survey of five approaches to selecting independent variables for qualitative comparative analysis[J].Sociological Methods & Research,1994,23(1): 22-53.
[18]WIKLUND J,SHEPHERD D A.Where to from here? eo-as-experimentation,failure,and distribution of outcomes[J].Entrepreneurship Theory and Practice,2011,35(5): 925-946.
[19]张玉利,李乾文.公司创业导向、双元能力与组织绩效[J].管理科学学报,2009(1):137-152.
[20]DESHPAND R,GRINSTEIN A,KIM S H,et al.Achievement motivation,strategic orientations and business performance in entrepreneurial firms: how different are Japanese and American founders[J].International Marketing Review,2013,30(3): 231-252.
[21]KREISER P M,MARINO L D,KURATKO D F,et al.Disaggregating entrepreneurial orientation: the non-linear impact of innovativeness,proactiveness and risk-taking on SME performance[J].Small Business Economics,2013,40(2): 273-291.
[22]MILLER D,DE VRIES M F R K,TOULOUSE J M.Top executive locus of control and its relationship to strategy-making,structure,and environment[J].Academy of Management Journal,1982,25(2): 237-253.
[23]O'REILLY C A,TUSHMAN M L.Organizational ambidexterity: past,present,and future[J].The Academy of Management Perspectives,2013,27(4): 324-338.
[24]TEECE D,PISANO G.The dynamic capabilities of firms: an introduction[J].Industrial and Corporate Change,1994,3(3): 537-556.
[25]O'REILLY C A,TUSHMAN M L.Ambidexterity as a dynamic capability: resolving the innovator's dilemma[J].Research in Organizational Behavior,2008(28): 185-206.
[26]MARCH J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1): 71-87.
[27]VECCHIATO R.Creating value through foresight: first mover advantages and strategic agility[J].Technological Forecasting and Social Change,2015(101): 25-36.
[28]JANSEN J J P,VAN DEN BOSCH F A J,VOLBERDA H W.Exploratory innovation,exploitative innovatio,and performance: effects of organizational antecedents and environmental moderators[J].Management Science,2006,52(11):1661-1674.
[29]RAGIN C C.Redesigning social inquiry: fuzzy sets and beyond[M].Chicago: University of Chicago Press,2008.
[30]WOODSIDE A G.Moving beyond multiple regression analysis to algorithms: calling for adoption of a paradigm shift from symmetric to asymmetric thinking in data analysis and crafting theory[J].Journal of Business Research,2013,66(4): 463-472.
[31]RAGIN C C.The comparative method: moving beyond qualitative and quantitative strategies[M].California:Univ of California Press,2014.
[32]王瀚轮.风险投资对新创企业绩效的影响研究:资源获取的中介作用[D].吉林:吉林大学,2014.
[33]罗珉,赵红梅.中国制造的秘密:创新+互补性资产[J].中国工业经济,2009(5):46-56.
[34]GUPTA A K,SMITH K G,SHALLEY C E.The interplay between exploration and exploitation[J].Academy of Management Journal,2006,49(4):693-706.
|
|
|
|