Abstract
This document aims to study the role played by the five dimensions of entrepreneurial orientation on corporate performance. To test our hypotheses, we used a sample of companies headquartered in Argentina. To collect the data, we used a questionnaire that was sent by e-mail to the owner and/or manager of the companies. At the end of the survey, 214 Argentine companies (21.4% of the sample) completed the questionnaire. The sampling was carried out with a stratified random approach to improve the efficiency of the estimates and ensure the representativeness of the extracted sample. To assess the reliability of the results, quantitative statistical tools were used. The analysis results show that not all variables have a significant influence on performance. In particular, three dimensions of the EO (innovation, proactivity, and risk) have a significant and positive influence on the performance of companies. Conversely, competitive aggressiveness and autonomy do not have a significant impact on performance or they are not relevant.
Highlights
This paper aims to expand the literature on the subject, studying the effect of entrepreneurial orientation on company performance in Argentina, a context not yet explored by literature (Shirokova et al.,2016; Ferreira et al, 2019)
Following an approach suggested by the literature (Covin et al, 2006; Lumpkin and Dess, 1996), this study uses a multidimensional construct of the entrepreneurial orientation (EO), where the influence of each dimension is connected to the performance of the company and can have a different impact on the latter
We used a sample of companies headquartered in Argentina
Summary
Starting from the seminal paper of Miller (1983), subsequently developed and expanded by Covin and Slevin (1989) and Lumpkin and Dess (1996), the concept of entrepreneurial orientation (EO) has been much debated by literature (Covin et al, 2006; Rauch et al, 2009; Wales et al, 2011; Cavusgil and Knight, 2015; Gupta and Dutta, 2018; Ferreira et al, 2019). This paper aims to expand the literature on the subject, studying the effect of entrepreneurial orientation on company performance in Argentina, a context not yet explored by literature (Shirokova et al.,2016; Ferreira et al, 2019) In this perspective, the specific cultural and social environment of a country can influence the different dimensions of the EO, making some aspects prevail over others. Following an approach suggested by the literature (Covin et al, 2006; Lumpkin and Dess, 1996), this study uses a multidimensional construct of the EO, where the influence of each dimension is connected to the performance of the company and can have a different impact on the latter.
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