دانلود رایگان مقاله لاتین جهت گیری کارآفرینی از سایت الزویر


عنوان فارسی مقاله:

جهت گیری کارآفرینی و موفقیت پیوندی استراتژیک: نقش احتمالی عوامل ارتباطی


عنوان انگلیسی مقاله:

Entrepreneurial orientation and strategic alliance success: The contingency role of relational factors


سال انتشار : 2017



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بخشی از مقاله انگلیسی:


2. Literature review and hypotheses 

2.1. A resource-based view of entrepreneurial orientation The term “EO” applies when the concept of entrepreneurship is extended from the individual level to the firm level (Covin & Slevin, 1991). EO, by far the most popular construct in the entrepreneurship literature, is defined as a sort of strategic posture of a firm that exhibits innovativeness, risk-taking, and proactiveness (Miller, 1983; Covin & Slevin, 1989). Specifically, innovativeness is the tendency to create and introduce new products, production processes, and organizational systems. Risk-taking is the propensity to accept higher levels of risk by venturing into the unknown with relatively strong commitments. Proactiveness is engagement in opportunistic expansion by seizing market opportunities in the process of new market entry ahead of competing firms. The RBV literature posits that firms' idiosyncratic internal resources are fundamental sources of competitive advantage (Barney, 1991). As suggested by some recent studies, there is a potential fit between EO and RBV since EO can be regarded as an intangible resource which is embedded in organizational routines and dispersed among organization members (Hughes & Morgan, 2007; Lisboa, Skarmeas, & Saridakis, 2016). In some sense, “firms cannot buy a high level of EO from the market and should invest a great deal of time to cultivate such a culture and thus EO can be a source of sustainable competitive advantage” (Lee, Lee, & Pennings, 2001: 617). In addition, the three dimensions of EO can also be viewed as crucial strategic resources that guide a firm's business strategy and approach to competing in a marketplace (Hughes & Morgan, 2007). As to the consequences of EO, recent studies suggest that its most significant consequence is improved firm performance (Semrau, Ambos, & Kraus, 2016; Shan, Song, & Ju, 2016; see Anderson, Kreiser, Kuratko, Hornsby, & Eshima, 2015, for a critical review). Additional consequences also include organizational learning (Kreiser, 2011), strategic learning (Anderson, Covin, & Slevin, 2009), and variability in firm performance (Patel, Kohtamäki, Parida, & Wincent, 2014). In short, these studies are all conducted at the firm level but should be expanded to the alliance context as in the present study



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کلمات کلیدی:

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