Abstract
Entrepreneurial orientation encapsulate the firm –level process, practice and strategic orientation while dynamic capabilities view of firm consists of the structure routine and processes that constitute its ability to reconfigure its asset base to match the requirement of the changing environment. The aim of this research emanated from the fact that only few studies examined how entrepreneurial strategic orientation and reconfiguring capability impact on export performance of SMEs in turbulent environment. In order to fill this vacuum, this study delineated relationship among these constructs and employed PLS-SEM on data collected from 201 exporting SMEs in Nigeria. The findings of the study suggest that entrepreneurial orientation, reconfiguring capability, and environmental turbulent significantly related to export performance. Environmental turbulence moderates the relationship between entrepreneurial orientation, reconfiguring capability and export performance. This suggests that SMEs could benefit from reconfiguring and renewal of their asset base and act in response to opportunities and threat to realize first order transformation in growth and export performance. Besides, this study also provides research conclusion to the appropriateness of entrepreneurial orientation and reconfiguring capability when there is environmental turbulence and their lack of effectiveness when there is stability.
Highlights
Across the globe today Small and Medium Enterprises (SMEs) have continued to be relevant in the roles of development, industrialization, poverty reduction, wealth generation, employment provision and growth of many developed and developing countries (Ogunsiji, 2010)
The outcome suggests that it is strategic entrepreneurial and export marketing behavior but more importantly the ability to create new asset configuration that have an effect on export performance of SMEs
This study refers to the ability to manage resources and structure as reconfiguring capability (Karim and Mitchel, 2004)
Summary
Across the globe today Small and Medium Enterprises (SMEs) have continued to be relevant in the roles of development, industrialization, poverty reduction, wealth generation, employment provision and growth of many developed and developing countries (Ogunsiji, 2010). Several studies identified monumental challenges such as weak strategic orientations, poor infrastructure, inadequate capabilities, poor management and inadequate technological skills’ development and lack of export market knowledge/experience (Adegbite, Ilori, Irefin, Abereijo & Aderemi, 2007). Responses to this critical situation culminated to yearly budgetary allocation, favorable policies, favorable pronouncement, incentives and regulations giving by local government, state government and federal government in order to diversify the revenue base (Oyefuga, Siyanbola, Afolabi & Dada, 2008). The case is different, despite the fact that 90% percent of the total manufacturing industries in Nigeria are SMEs, up till this moment insignificant numbers or less than 20% are able to export their total output (Julien & Ramangalahy, 2003; Okpara & Koumbiadis, 2009)
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