Relación entre la orientación emprendedora y el comportamiento innovador en las firmas de la provincia de El Oro

This study aims to investigate the impact of CSR implementation on Entrepreneurial orientation, innovation behavior, and SMEs' sustainability, focusing on the triple bottom line theory approach. This study employs a quantitative approach with SEM-PLS as a tool of analysis. Data were collected by surveying 83 SME owners operating around the PT. NHM mining area in North Maluku, using a structured questionnaire based on validated scales from previous studies. This research adopts a multidimensional approach, measuring CSR across three main dimensions: economic, environmental, and social. The economic dimension assesses CSR’s contribution to competitiveness, efficiency, innovation, and business growth. The ecological dimension examines the role of CSR in driving sustainability-oriented innovation and compliance with environmental regulations. The social dimension evaluates the impact of CSR on employee well-being, community engagement, and institutional and stakeholder pressures. Innovation behavior in this study is measured through three key aspects: idea generation, idea promotion, and idea realization. Meanwhile, entrepreneurial orientation is analyzed based on four dimensions: proactiveness, risk-taking, competitive aggressiveness, and autonomy. SME sustainability is assessed using six key indicators: sales growth, profit growth, asset growth, customer base, and market reach. The analysis shows that CSR significantly enhances SME sustainability (0.529, p = 0.000). However, CSR negatively impacts entrepreneurial orientation (-0.629, p = 0.000) and innovation behavior (-0.300, p = 0.019), indicating potential trade-offs. Entrepreneurial orientation positively influences sustainability (0.373, p = 0.003), while innovation behavior has an insignificant negative effect (-0.236, p = 0.275). The analysis reveals a complex relationship between CSR, indirect effect, entrepreneurial orientation, innovation behavior, and SME sustainability. CSR has a direct positive effect on SME sustainability but negatively impacts it through entrepreneurial orientation (-0.235, p = 0.004), suggesting that CSR may constrain entrepreneurial initiatives. Meanwhile, the indirect effect through innovation behavior is positive but statistically insignificant (0.071, p = 0.360), indicating that CSR-driven innovation does not necessarily enhance sustainability.

This study examined the effects of team identification (TI) on entrepreneurial orientation (EO) and innovative work behavior (IWB) and its dimension (idea exploration, idea generation, idea promotion, and idea implementation). In addition, this research also studied the mediating role of entrepreneurial orientation in the relationship between team identification and innovative work behavior and its dimension. Data ( n = 357) were collected from employees working in software companies of Pakistan by using a time lag research design. Results advocated that team identification was significantly associated with entrepreneurial orientation and innovative work behavior and its dimensions. Likewise, entrepreneurial orientation mediates the association of team identification and innovative work behavior and its dimensions. Thus, this study presents distinctive insight into team identification in the IT sector, how team identification impact on innovative work behavior of employees through entrepreneurial orientation.

In the changing market environment due to the fourth industrial revolution, entrepreneurial orientation and innovation can accelerate the company’s sustainable growth, and performance improvement through the mutual relationship between leaders and members is essential. This study investigated the effect of the innovation behavior of entrepreneurial orientation on job performance by focusing on the conditional indirect effect of leader-member exchange (LMX) in the mediated relationship. To this end, research data were collected from 324 employees from different SMEs in South Korea. Based on the results, entrepreneurial orientation had a positive effect on innovation behavior and job performance. In addition, it was found that innovation behavior had a positive effect on job performance and partially mediated the relationship between entrepreneurial orientation and job performance. LMX showed a conditional indirect effect in the mediated model and moderated the relationship between risk-taking and job performance. The results have significant implications for SMEs pursuing entrepreneurial orientation, which was discussed. This study has significant implications in that high performance can be achieved by realizing the importance of employees’ innovation behavior and LMX within the company for sustainable management.

This research is salient because of its unique inquiry into one of America's fastest growing entrepreneurial populations: Indian immigrants. Examining leadership styles and their relationship with employees' response behaviours in a cross-cultural context is important to researchers and academics alike. Through a quantitative analysis and cross-sectional research design, we found that leadership styles-transformational and transactional-indeed, predicted employees' innovative behaviour (IB) and entrepreneurial orientation (EO) at the firm level. This paper has three significant findings: 1) transformational style is positively and significantly related to employee IB and EO; 2) transactional style is positively and significantly related to EO; 3) laissez-faire style is shown to be negatively and not significantly related to IB and EO. These findings have theoretical and practical implications to better understand the nature of Indian immigrant leaders' behaviours and the inter-film cultural factors that could either facilitate or impede employees' IB and EO.

The current study is centered on understating the concept of entrepreneurial orientation and entrepreneurial behavior with the application in the restaurant industry in Erbil, KRG. The service industry is expanding its share of GDP all around the world and growing among other sectors much faster than before. The sustainability of the industry is based on numerous factors. Here the focus is on finding reasons behind the frequent opening and closing of restaurants. The study revolves around entrepreneurship theory specifically entrepreneurial orientation and entrepreneurial behavior. Problem framed, as there is a need to study and uncover the behavioral aspect of the restaurateurs, assessing the underlying characteristics of entrepreneurial orientation, which can have an impact on strengthening the entrepreneurial behavior among restaurateurs. Research questions asked to solve problems are concentrated on finding important factors constituting entrepreneurial orientation, the importance of entrepreneurial behavior, and assessing the impact of entrepreneurial orientation on entrepreneurial behavior. In the same way, objectives are structured to reach the expected outcome of research justifying the underlying factors of entrepreneurial orientation, knowing the importance of entrepreneurial behavior for restaurateurs, and validating the relationship between entrepreneurial orientation and entrepreneurial behavior. The current study used multiple linear regression as a statistical tool to measure the formulated research model based on the six hypotheses to test the relationship and impact of autonomy, innovativeness, proactiveness, risk-taking, competitive aggressiveness, and Entrepreneurial orientation on entrepreneurial behavior. A sample size of 138 restaurateurs was analyzed for variable reliability, demographic, and descriptive statistics with testing items for inclusion by using the statistical tool of one sample t-test and validating the concept based on the factor analysis factor loading. The factor analysis was used for validating exiting factors with items loading to specified factors having KMO and Bartlett’s Test of Sphericity for independent variable (.710) and dependent variable (.796). Research is concluded by answering research questions and following objectives with the justification for using the factor analysis to strengthen the current study. Hypothesis tested for the II correlation and regression and presented as the outcome of the study with dependent variable Entrepreneurial Behavior, where Autonomy (β = .032, Beta= .033), Innovativeness (β = .187, Beta= .184), Proactiveness (β = .344, Beta= .327), Risk-taking (β = -.053, Beta= -.047), Competitive Aggressiveness (β = .317, Beta= .448), Entrepreneurial Orientation (β = .820, Beta= .636). Though the research is an ongoing process, still the research here ended with recommendations to the government and private ventures to support the industry. The future is always unseen and gets explored with changes, so this research as well can have much deeper and broader insights for future research across other industries and countries.

PurposeThis study aims to design and empirically test a model where autonomy affects partnership (PT) and entrepreneurial orientation (EO), which in turn improves competitive aggressiveness (CA), market orientation (MO) and PT; to verify the impact of CA on MO and PT; and to determine to what extent MO mediates the EO–PT relationship.Design/methodology/approachThe authors used a quantitative approach to test 101 Brazilian firms from different sectors, analyzed by structural equation modeling using the partial least squares–structural equation modeling.FindingsResults show that autonomy improves EO and PT. EO positively affects CA, MO and PT. CA impacts MO positively, and MO mediates the EO–PT relationship, although it reduces the possibility of PT.Research limitations/implicationsAlthough 101 firms could be a “small sample,” the authors validated it according to Hair et al. (2009) and Chin et al. (2003). Their first contribution is to extend the works relating to EO and PT by showing the positive effects of autonomy on EO and PT. Second, to show the mediating effect of MO on the EO–PT relationship. Finally, they draw attention to how firms with EO improve CA, MO and PT; and CA boost MO. Thus, to generalize EO research internationally, like in the emergent markets.Originality/valueAlthough EO has attracted significant attention to entrepreneurship research, it is not clear how autonomy impacts a firm's EO and PT, considering the mediating effect of MO on the EO–PT relationship; if EO influences CA and MO, and the impact of CA on MO and PT.

Resumo O artigo analisou a orientação empreendedora (OE) em suas dimensões – comportamento inovador, assunção de riscos, proatividade, autonomia, agressividade competitiva e redes de relações – e sua associação com o desempenho das empresas graduadas das incubadoras brasileiras. De modo específico, objetivou-se comparar os resultados desse estudo com o encontrado por A. C. M. Z. Santos e Alves (2009), a partir dos modelos de Miller (1983) e Lumpkin e Dess (1996). Utilizou-se a abordagem quantitativa e a técnica de modelagem de equações estruturais para uma amostra de 128 empresas do Brasil. Os principais resultados evidenciaram que a OE constitui-se como um modelo unidimensional, divergente do encontrado por A. C. M. Z. Santos e Alves (2009) em empresas incubadas. Verificou-se que a dimensão que contribuiu mais fortemente para a existência da OE foi a autonomia, e que as redes de relações, dimensão não mencionada até então pelos estudos anteriores, colaboraram de forma análoga às demais dimensões para a composição da OE.

Entrepreneurial orientation (EO) has become a central construct in the management and entrepreneurship literature over the past several decades. Specific questions and associated themes have dominated EO research over the years, with the research itself exhibiting a number of conversational shifts prompted by the publication of seminal articles. The period 1973–1982 is the EO Construct Pre-emergence Era. During this time, scholars began to allude to the possibility that firms themselves—rather than only individuals—could act in entrepreneurial manners. What constitutes an entrepreneurial firm, wherein entrepreneurship might be seen as a central attribute of the firm, was yet to be clearly specified. The period 1983–1995 is the EO Construct Introduction and Legitimization Era. This era was prompted by the publication of an article by Danny Miller in which he introduced EO as a unidimensional construct composed of three overlapping dimensions: risk taking, innovativeness, and proactiveness. Dominant research questions of the era include: How is entrepreneurship manifested as an attribute of firms, independent of firm size and age? and What do entrepreneurial firms have in common? The period 1996–2010 was the EO Construct Critical Examination and Debate Era. This era was launched by an article by Tom Lumpkin and Greg Dess in which they observed that two additional dimensions to EO might be considered—namely, competitive aggressiveness and autonomy—and that EO might, alternatively, be represented by a firm’s profile across these five dimensions. Common research questions of the era include: How can entrepreneurial firms be different? Does EO look the same in different institutional and environmental contexts? Are there attributes that must be present in order to label a firm “entrepreneurial”? Is there a most appropriate way to conceive of EO’s dimensionality? and Does EO predict firm performance? The period 2011–2022 is the EO Construct Expansion and Specialization Era. This era began with the publication of an article by Jeff Covin and Tom Lumpkin in which they recognized differences between proposed conceptualizations of EO and suggested that future research explore both dominant EO conceptualizations, that is, the unidimensional and the multidimensional conceptualization of the construct. Research questions of the era include: Is it appropriate to consider different constructs using the label EO? What are the various forms and indicators of EO? How can EO be measured using nontraditional methods? Should the EO construct be extended to other levels of analysis? What are the antecedents to EO? and What are some of the non-performance-based outcomes of EO? As scholars addressed the prominent research questions of the day, intellectual building blocks have been established and promising domains of future research have been recognized. In general, the observed knowledge expansion that began with an emphasis on EO’s meaning and measurement now includes, for example, greater emphasis on EO’s nomological network, forms and manifestations, antecedents and outcomes, and applicable contexts and theories.

This study examines how favorable employee work behavior can be achieved through their firms' engagement in socially responsible activities. Specifically, this study exploits employees' perception of support by their organizations and their inclinations to identify with their companies to explain the relationship between firms' engagement in socially responsible practices and employees' entrepreneurial orientation as well as their citizenship and innovative work behavior. The results show that engagement in socially responsible activities by firms leads to employee work citizenship and innovative behavior through their perception of support, identification and entrepreneurial orientation. This study deepens management academics' understanding of the fostering of employees' entrepreneurial orientation and their innovative work behavior. Implications to practice are provided for practitioners working in organizations across various industries.

본 연구의 목적은 중소기업(small and medium enterprises) 최고경영자의 기업가 지향성(entrepreneurial orientation)이 조직구성원의 혁신행동(innovative behavior)에 미치는 메커니즘을 검증하는 것이다. 이를 위해 기업가 지향성과 혁신행동의 직접효과 및 조직구성원의 흡수역량(absorptive capacity)을 경유하는 간접효과를 규명하였고, 이러한 간접효과가 조직지원인식(perceived organizational support)에 의해 조절되는지 확인하고자 하였다. 대부분의 기업가 지향성과 혁신성과 간의 선행연구들은 경영자의 관점을 바탕으로 많이 진행되었지만, 본 연구에서는 조직구성원의 관점에서 최고경영자의 기업가 지향성을 평가하였다. 그러므로 이번 연구결과를 바탕으로 한정된 자원을 효과적으로 활용해야 하는 중소기업에서 조직구성원의 혁신행동을 유발할 수 있는유효한 방안에 대한 경영자의 기업가 지향성 및 조직구성원의 흡수역량과 조직지원인식 간의 관계를 실증적으로 검증하였다. 이를 통해 국내 중소기업의 최고경영자에게 조직구성원의 혁신행동을 더욱 효과적으로 발전시킬 수 있는 시사점을 제안하고자 하였다. 연구결과 첫째, 중소기업 최고경영자의 기업가 지향성과 조직구성원의 혁신행동 간 직접효과가 확인되었다. 둘째, 조직구성원의 흡수역량은 기업가 지향성과 혁신행동과의 관계를 매개한다는 것이 검증되었다. 셋째, 기업가 지향성과 흡수역량 간 관계는 조직구성원의 조직지원인식에의해 조절된다는 것이 확인되었고, 넷째, 기업가 지향성이 조직구성원의 흡수역량을 경유하여 혁신행동에 미치는 간접효과는 조직지원인식에 의해 조절되는 것으로 밝혀졌다. 이를 통해 최고경영자의 기업가 지향성과 조직구성원의 혁신행동 간의 메커니즘을 실증적으로 검증하여 국내 중소기업의 지속적인 혁신성과 창출의 효과적인 방안에 관한 기존 연구의 범위 확장에 기여하였고, 연구결과에 따른 이론 및 실무적 시사점, 연구의 한계점과 향후 연구과제를 제시하였다.This study verified the mechanism through which the entrepreneurial orientation(EO) of CEOs at small-and-medium enterprises(SMEs) affected the innovative behavior of organizational members, directly and indirectly through the mediation of absorptive capacity and the moderated mediation of perceived organizational behavior. While many previous studies were conducted to measure EO with the perspective of CEOs, this study was done with the perspective of organizational members. Therefore, this finding verified the relationship among EO, absorptive capacity, and perceived organizational support empirically, which could make the CEOs of SMEs which should run a business successfully with their limited resources develop the innovative behaviors of organizational members effectively. The findings confirmed the positive direct effect of the CEO’s EO on the innovative behavior of organizational members as well as the mediating effect of absorptive capacity between EO and innovative behavior. Perceived organizational support was found to moderate the relationship between EO and absorptive capacity and, also to moderate the indirect effect of EO on innovative behavior through absorptive capacity. These findings empirically verified the mechanism through which the EO of CEOs at SMEs positively influences the innovative behavior of organizational members, strengthened by absorptive behavior and perceived organizational support. The present study expands existing leadership researches and presents interesting theoretical and practical implications.

Purpose: The companies must be located in the area, scale up, create jobs, and return to the local economy. This paper attempted to analyze empirically the relationship between regional context and entrepreneurial orientation(EO) in the region of Korea.Methods: This paper analyzed survey data and regional statistics. We measured EO by region and then examined which regional context affect EO. Regional contexts were measured by population, economic size, budget size, firm size, innovation capacity, and education level. EO was measured by innovativeness, risk taking, proactiveness, autonomy, competitive aggressiveness, and need for achievement.Results: EO was high in the region where the budget size per thousand population, the number of manufacturers per thousand population, the number of new corporations per thousand population, the number of R&D personnel per thousand population, and the number of students of higher education institutions per thousand population were high.Conclusion: The implications of this paper are that regional context affect EO, and there are differences in budget scale, firm size, innovation capacity, and education level. In regions with many investment resources for innovation and startups and manufacturers, the number of R&D personnel and students of higher education institutions (future R&D personnel), in particular, determines EO.

PurposeLeveraging signalling theory and institutional environment theory, this study aims to examine how the entrepreneurial orientation of emerging market firms impacts initial public offering (IPO) performance.Design/methodology/approachThe authors conduct regression analysis based on archival data from 312 firms’ IPOs in India.FindingsThe results in the Indian context suggest it differs from IPO performance in developed markets. In an emerging market context, the findings suggest that only competitive aggressiveness is valued by investors in IPOs. The findings further show that proactiveness and autonomy negatively influence IPO underpricing.Research limitations/implicationsThe research propositions imply that, owing to institutional voids in emerging markets, investors’ risk propensity and, hence, rewarding a firm’s entrepreneurial orientation differ from those in developed markets.Originality/valueExtant literature has given limited attention to the dynamics of entrepreneurial orientation and the effect of each dimension of entrepreneurial orientation on IPO performance in emerging markets.

The fourth industrial revolution has led to massive internet use. Companies must go along with this revolution by adopting digital technologies for a quicker and more accurate response to the market. For this reason, entrepreneurship and digital transformation have come into play to make companies ready for change, to generate innovative behaviour, and eventually to increase performance. This study aims at investigating the effect of entrepreneurial orientation (EO) and digital transformation (DT) on organisational readiness for change (ORC), innovative behaviour (IB), and performance, particularly at the branch level (BP). We involve 203 branches of a state-owned pawnbroker company. We used a set of questionnaires to collect the data on EO, DT, ORC, IB, and BP. Such data were processed and analysed using structural equation modelling (SEM). This study found that DT positively and significantly affected ORC and IB, while EO only positively and significantly affected ORC. Both ORC and IB, in turn, positively and significantly affected BP. This study enriches our understanding of the importance EO, DT, ORC and IB in enhancing performance.

Background: Innovation and adaptation are increasingly recognized as vital sources of competitive advantage for organizations in today's rapidly changing environment.In this context, entrepreneurial orientation plays a critical role in enhancing employee job performance and ensuring sustainable growth.Organizations can secure a sustainable competitive advantage by actively seeking new opportunities through innovative activities, adopting a risk-taking entrepreneurial orientation, and continuing to evolve in this era of change.Consequently, there is a growing theoretical and practical interest in entrepreneurial orientation as a key factor in improving organizational performance and pursuing growth.Therefore, the aim of the current research is to determine the effect of entrepreneurial orientation on the job performance of employees at the Mazandaran Agricultural Jahad Organization, considering the mediating role of innovative behavior.Methods: This research is applied in nature and employs a descriptive approach, classified as a field study.It is causal in terms of the relationships between research variables.The statistical population consists of 440 employees of the Mazandaran Agricultural Jahad Organization.A sample of 214 individuals was selected using the simple random sampling method, guided by the Krejcie-Morgan table.Data were collected through standardized questionnaires.To assess the validity of the questionnaire, both "content validity" and "construct validity" were evaluated by a group of experts.The reliability of the instruments was confirmed using Cronbach's alpha coefficient, which yielded values of 0.875 for entrepreneurial orientation, 0.899 for innovative behavior, and 0.876 for job performance.Results: The results of structural equation modeling indicated that entrepreneurial orientation has a direct and significant effect on both job performance and innovative behavior.Additionally, a positive and significant effect of innovative behavior on job performance was confirmed.Furthermore, the mediating role of innovative behavior in the relationship between entrepreneurial orientation and job performance was established. Conclusion:Based on the findings of this research, implementing measures to enhance the innovative behavior and entrepreneurial activities of employees at the Mazandaran Agricultural Jahad Organization can lead to improved job performance within the organization.By fostering an environment that encourages innovation and entrepreneurship, the organization can significantly boost employee effectiveness and contribute to its overall success.

The relationship between entrepreneurial orientation (EO) and entrepreneurial behavior (EB) is important to the success of entrepreneurial firms. More than 200 enterprises were surveyed through research questionnaires and the conclusions are as follows: (1) EO had a significant positive effect on EB. (2) "Innovativeness", "proactiveness" and "competitive aggressiveness" had significant effects on "sustained regeneration". (3) "Autonomy", "risk-taking", and innovativeness" had significant effects on "organizational rejuvenation". (4) "Proactiveness", "risk-taking", and "innovativeness" had significant effects on "domain redefinition".