Strategic Entrepreneurship Research Articles

An Investigation into Digital Strategic Entrepreneurship by a pair of Family Business Groups

How do established firms entrepreneurially leverage digital technologies for strategic renewal is an important scholarly question. This paper examines strategic entrepreneurship by two of the largest family business groups in India that have been undertaking many strategic entrepreneurial initiatives to leverage a suite of digital technologies to fundamentally reposition themselves in the emerging digital economy. It underscores strategic entrepreneurship as the primary means to achieve digital technology driven strategic renewal. It is observed that when an established firm undertakes digital strategic entrepreneurship, the strategic leadership of the firm has to simultaneously deal with two dominant logics, one rooted in legacy and the other embedded in emerging digital entity. A business group structure helps in dealing with simultaneous exploration and exploitation more effectively. The study advances a set of novel propositions on the entrepreneurial strategies of established firms that leverage digital technologies to undertake strategic entrepreneurship and contributes to the literatures of strategic entrepreneurship, digital entrepreneurship, strategic leadership and strategic renewal.

Which Way to Grow? Startup Internationalization and Innovation in Latin America and Europe

Internationalization and innovation are both critical strategies for growth-oriented startups. Whereas high uncertainty and unique learning challenges in emerging markets such as Latin America make the respective startups set their preference on internationalization, and only thereafter on innovation, in developed markets like Europe internationalization and innovation are more and more regarded as “vicious circle”, reinforcing each other. This suggests that the institutional context of firms shapes the priorities set on innovation and internationalization, and the relationship of the two strategies. In this paper, we investigate potential tradeoffs between internationalization and innovation in Latin America and Europe by having a closer look at the legal business context in a startups home country. Our paper contributes to the literature on international and strategic entrepreneurship and the institutional context startups face in their home countries. Relying on proprietary data of a globally operating European ICT corporation that is listed at the EUROSTOXX 50 index, we analyze the strategic choices between internationalization and innovation in an unbalanced panel of 359 (336) ICT startups and 1,613 (1,422) observations from seven Latin American countries and five European countries during the years 2014-2016. Our findings suggest that the legal business context in a startup’s home country influences the likelihood of startup internationalization.

How important strategic learning capabilities are during COVID-19? A model for innovation ambidexterity

PurposeThe purpose of this study is to investigate the impact of strategic entrepreneurship on explorative and exploitative innovation in the presence of strategic learning capabilities. This study has also explored the moderating role of structural organicity between strategic entrepreneurship and strategic learning capabilities.Design/methodology/approachA total of 298 employees working in software houses of Pakistan participated in the study. The study used a questionnaire-based survey through “google forms” on convenience basis, and structural equation modeling was used to test the hypotheses.FindingsThe results supported the positive association of strategic entrepreneurship with explorative and exploitative dimensions of innovation. Further, strategic learning capabilities was noted to mediate the association between strategic entrepreneurship and explorative innovation; however, it did not mediate the association between strategic entrepreneurship and exploitative innovation. Finally, the study examined the moderating role of structural organicity and noted a higher positive impact of strategic entrepreneurship on learning capabilities in the case of high structural organicity.Research limitations/implicationsThe study collected data from a developing country during COVID-19, which may affect generalizability. The study suggests management to work on employees’ learning capabilities to cultivate the benefits of explorative innovation.Originality/valueThis study explores the mediating role of strategic learning capabilities between strategic entrepreneurship and innovation ambidexterity. In addition, it explores the conditional effect of structural organicity to trigger strategic learning capabilities.

The Influence of Market Orientation, Entrepreneurial Passion, and Environmental Dynamism on Unit Performance in Microfinance Services

A research concept on the development of corporate entrepreneurship that can improve performance. There are variables that affect the performance of entrepreneurial orientation (EO) which will be analyzed to improve company performance. This paper aims to determine the effect of market orientation, entrepreneurial spirit, and environmental dynamism on unit performance. 334 microfinance service units PT. Bank Rakyat Indonesia (Persero) Tbk became the research sample, then the data was processed using SEM-Lisrel to determine the direct relationship and mediation between variables. The findings obtained are that market orientation, entrepreneurial spirit, and environmental dynamism have a positive and significant effect on unit performance through mediating entrepreneurial orientation and strategic entrepreneurship. This study shows that the initial process of the strategic management process will influence the subsequent processes to improve performance. The role of the company's customer orientation and competitor orientation in a dynamic business environment is very influential in the company's orientation to create strategic entrepreneurship so that it can find new opportunities. In addition, companies must develop an entrepreneurial spirit at the smallest level of their business in an effort to increase energy and productivity in obtaining new opportunities. The new business opportunity is predicted to increase the company's profitability which will make the company survive in market competition and changes in the business environment. The research findings contribute to basic knowledge about the factors of developing a company's entrepreneurial orientation in the strategic management process to improve performance that can be used by the company's top management in revitalizing the organization at the business unit level.

Strategic Entrepreneurship: A Review and Research Agenda

Strategic entrepreneurship integrates the fields of strategy and entrepreneurship to consider firms’ simultaneous engagement in opportunity- and advantage-seeking behaviors to create wealth. Since its conceptualization in the early 2000s, the study of SE has gained considerable momentum. At the same time, some scholars criticize SE and question its comprehensiveness as a way to understand the strategic application of entrepreneurship. We present a comprehensive review and integration of research related to the study of SE as a construct, theoretical model, and research domain. In doing this, we offer a research agenda across these different approaches to the study of SE.

A cognitive approach to the expected value of work integration social enterprises

AbstractResearch SummaryOftentimes, social enterprises simultaneously pursue competing organizational goals. For example, this can mean having a social goal (e.g., integrating vulnerable populations into the labor market) and a commercial goal (e.g., being profitable). I propose a theory according to which for such social enterprises, how they are perceived depends on how their goals are presented and on the type of categorization process used by their evaluating audience. These two factors together impact a venture's legitimacy and expected value. I also show that these effects vary with the level of knowledgeability of the audience performing the evaluation. Taken together, the results of this paper have implications for the cognitive perspective on strategic entrepreneurship as well as the literature on categories in markets and on hybrid organizations.Managerial SummaryI study the different category primings that influence the customer's perception of work integration social enterprises (WISEs). These social enterprises can either direct their customers' attention toward comparability with a category prototype (prototype‐based categorization), or toward a customer goal (goal‐based categorization). I find support for the idea that, depending on which organizational goal is emphasized first and foremost by a WISE (e.g., social or commercial), the activation of either category priming impacts the venture's capacity to create value. Ultimately, this work establishes the cognitive foundations of social enterprises' competitive advantage by showing the type of category priming (goal‐based vs. prototype‐based categorization) that positively impacts a WISE's expected value as a function of “who” the targeted customers (less vs. more knowledgeable customers) are.

Small-firm growth-enabling capabilities: A framework for young technology-based firms

Acknowledging the importance of capabilities for growth and the non-linearity of young technology-based firms' (YTBFs’) growth trajectories, we adopt a dynamic-states perspective to investigate how YTBFs can leverage internal capabilities to enable the critical transitions of their dynamic growth process. We suggest that such transitions are characterized by three inherent types of challenges—entrepreneurial, orchestration, and legitimation challenges—that YTBFs are confronted with throughout this process. Given common liabilities of smallness, newness, and volatility these firms face, we argue that YTBFs can benefit from a better understanding of which capabilities are critical for, and what role they may play in, tackling these challenges. Using a qualitative, systematic combining approach we find six growth-enabling capabilities: learning, absorptive, adaptive, networking, innovation, and individual capabilities. Although each is equally important for enabling dynamic growth transitions, the importance of a capability for a YTBF depends on where and how it is positioned in its growth process. Our study contributes to the strategic entrepreneurship literature by isolating and exploring how and when growth-enabling capabilities are relevant to YTBFs and how they can be applied. We develop a comprehensive framework to illustrate these relations and provide practical implications for YTBF managers.

Exploring how entrepreneurial orientation improve firm resilience in digital era: findings from sequential mediation and FsQCA

PurposeUnder extensive pressure from normal market competition, frequent technological change and extreme exogenous shock, firms are facing severe challenge nowadays. How to withstand discontinuous crises and respond to normal risks through improving resilience (RE) is an important question worth researching. Thus, drawing on the strategic entrepreneurship theory, the purpose of this study is exploring the relationship between entrepreneurial orientation (EO) and RE, and combining digitization to discuss the role of digital business capability (DBC), digital business model innovation (DBMI) and environmental hostility (EH).Design/methodology/approachBased on survey data from 203 Chinese firms, using the methods of linear regression and bootstrap to test our hypothesis. Furthermore, fuzzy-set qualitative comparative analysis (FsQCA) is used to identify previously unknown combinations which lead to strong/weak RE in digital context.FindingsFirst, EO positively influenced DBC and RE. Second, DBMI promoted RE, DBC and DBMI served as sequential mediators that linked EO and RE. Third, EH positively moderated the effects of EO on RE. Further the study revealed that different configuration of DBMI and dimensions of EO and DBC can explain RE.Originality/valueThe study explains mechanism of RE from perspective of digitization. The conclusion is good for further consolidating strategic entrepreneurship theory, and providing a new frame for firms to build the ability of antifragile.

Issue Information

Strategic Entrepreneurship JournalVolume 16, Issue 2 p. 241-242 ISSUE INFORMATIONFree Access Issue Information First published: 24 June 2022 https://doi.org/10.1002/sej.1437AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume16, Issue2Special Issue: Catalyzing Change and Innovation in Women's EntrepreneurshipJune 2022Pages 241-242 RelatedInformation

Huang P, Madhavan R. Dumb money or smart money? Meta‐analytically unpacking corporate venture capital

Strategic Entrepreneurship JournalEarly View CORRIGENDUMFree Access Huang P, Madhavan R. Dumb money or smart money? Meta-analytically unpacking corporate venture capital This article corrects the following: Dumb money or smart money? Meta-analytically unpacking corporate venture capital Peiyuan Huang, Ravi Madhavan, Volume 15Issue 3Strategic Entrepreneurship Journal pages: 403-429 First Published online: September 30, 2020 First published: 20 May 2022 https://doi.org/10.1002/sej.1425AboutSectionsPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat In Table 1, the citation Lorenzo & Van de Vrande, 2019 and Lorenzo & Corredoira, 2018 should read as Di Lorenzo & Van de Vrande, 2019 and Di Lorenzo & Corredoira, 2018. REFERENCE Huang P, Madhavan R. Dumb money or smart money? Meta-analytically unpacking corporate venture capital. Strategic Entrepreneurship Journal. 2021; 15: 403– 429. https://doi.org/https://doi.org/10.1002/sej.1369Wiley Online LibraryWeb of Science®Google Scholar Early ViewOnline Version of Record before inclusion in an issue ReferencesRelatedInformation

Who can claim innovation and benefit from it? Gender and expectancy violations in reward‐based crowdfunding

AbstractResearch SummaryAlthough reward‐based crowdfunding is lauded for its promise to democratize funding for innovation, claiming innovation in campaign texts has an ambiguous link to crowdfunding performance. We draw from Expectancy Violations Theory (EVT) and, in a field study of 2,185 Kickstarter campaigns, find that innovation claims yield better fundraising performance for women than men, particularly in male‐stereotyped categories. An experiment did not identify the expected indirect effects of innovation claims on crowdfunding performance through ability trustworthiness. However, it revealed that women are perceived as more able when launching campaigns in male‐stereotyped categories, suggesting that EVT and ability perceptions may still play an important but unhypothesized role. We extend research on the role of gender in crowdfunding and strategic entrepreneurship and make several suggestions for future research.Managerial SummaryThe value of making innovation claims in reward‐based crowdfunding is ambiguous, creating an unclear picture of how entrepreneurs should present new products on these platforms. In a field study of 2,185 Kickstarter campaigns, we show that female entrepreneurs benefit more from making innovation claims than their male peers, especially in male‐dominated categories. While we suggested that these effects occur due to differences in backers' perceptions of the entrepreneur's ability, this mechanism was not supported in an experiment. However, we found that women are perceived as more able when launching crowdfunding campaigns in male‐dominated industry categories. Taken together, our research suggests that in reward‐based crowdfunding, women might benefit from violating gender expectations when backers view these violations as either positive or ambiguous.

Bringing Research-Based Insights to a Wider Audience: Our Partnership With Strategic Entrepreneurship Journal

Bringing Research-Based Insights to a Wider Audience: Our Partnership With Strategic Entrepreneurship Journal

Issue Information

Strategic Entrepreneurship JournalVolume 16, Issue 1 p. 1-2 ISSUE INFORMATIONFree Access Issue Information First published: 04 April 2022 https://doi.org/10.1002/sej.1423AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume16, Issue1March 2022Pages 1-2 RelatedInformation

Organizational Immunity and its Role in Achieving the Strategic Entrepreneurship in Secondary Schools in the Southern Governorates of Palestine: المناعة التنظيمية ودورُها في تحقيقِ الريادة الاستراتيجية في المدارس الثانوية بالمحافظات الجنوبية لفلسطين

The study aimed to verify the presence of the effect of Organizational Immunity as in Strategic Entrepreneurship in Secondary Schools in the Southern Governorates of Palestine, The study followed the Descriptive analytical approach and the questionnaire was the main data collection tool and it was applied to the study population which consists of secondary school teachers in the southern governorates of Palestine. The sample included (355) secondary school teachers, representing (7.5%) of the size of the study population. have been selected randomly with stratified sample way, and the study reached the most important results: The estimation of study sample for the degree of availability of organizational immunity in secondary schools in the southern governorates of Palestine from the teachers' point of view, got a relative weight of (76.52%) which was high.The estimation of study sample for the degree of availability of strategic entrepreneurship in secondary schools in the southern governorates of Palestine from the teachers' point of view, got a relative weight of (75.70%) which was high.There is a statistically significant relationship between organizational immunity and achieving strategic entrepreneurship in secondary schools in the southern governorates of Palestine, where the correlation coefficient reached (0.727). The most important recommendations of the study were: Increasing interest in promoting all elements of the organizational immunity in Secondary Schools through developing a culture of organizational immunity in them, which contributes to achieving the strategic entrepreneurship. That the school administration in Schools pay attention to the topic of strategic entrepreneurship.and the means leading to that, including caring for highly qualified teachers, investing their abilities and potentials, and providing them with the appropriate climate for development and creativity.

The logic of strategic entrepreneurship

In this essay, I attempt to clarify the construct of strategic entrepreneurship from a new angle. By comparing the ideal-type theory of strategy without entrepreneurship with the ideal-type theory of entrepreneurship without strategy, I shed light on what it means to combine the logics of entrepreneurship and strategy and illustrate the value of their complementarity. The key insight is that entrepreneurship is blind without strategy and strategy is paralyzed without entrepreneurship. I further argue that many proponents of strategic entrepreneurship and action-based theories of strategy have prematurely given up on the idea of sustained competitive advantage. Disequilibrium and uncertainty do not automatically mean that no predictable and stable patterns can be relied upon for sustained competitive advantage.

Strategic Management and Social Entrepreneurship in emerging economies: Through the lens of the paradox theory

Strategic Management and Social Entrepreneurship in emerging economies: Through the lens of the paradox theory

Strategic entrepreneurship practices and performance of small and medium-sized enterprises in Nigeria

The paper examines strategic entrepreneurship practices and performance of small and medium-sized enterprises (SMEs) in Nigeria’s hospitality industry. The necessity of this study is due to strategic entrepreneurship practices and the performance of SMEs in Nigeria’s hospitality industry is being critical for providing a solution as to how entrepreneurs can exploit and explore the business environment and remain competitive. The purpose of the paper was to examine the relationship between strategic resource management and the quality of SMEs services/products, as well as ascertain the relationship between entrepreneurial innovation and increased sales volume of SMEs in Nigeria’s hospitality industry. A survey design was used as a questionnaire instrument and had been constructed and issued among 400 sampled respondents drawn from 1,294 employees from selected SMEs of the Nigerian hospitality industry, 365 respondents were filled and retrieved. This represents 91.25% of the total sample administered. The multiple linear regression techniques were used to test the research hypotheses. The results showed that strategic resource management and entrepreneurship innovation have a significant influence on the performance of SMEs in Nigeria. The result also showed that strategic resource management enhanced performance of SMEs in Nigeria and entrepreneurship innovation supports creativity of organizational performance. Therefore, managers should progressively incorporate new decision-making styles, processes, and behavior that will place a firm in a competitive and advantageous position during penetration into a new market. AcknowledgmentsWe express our gratitude to anonymous reviewers, the Journal editor, and all the authors whose works were used in one way or the other in this paper. We thank Mrs. Comfort Innocent Okoi for her untiring effort in type-setting and editing work. Our gratitude goes to the management of selected supermarkets, eateries/fastfood, hotels, and stores in Nigeria for approving prompt responses to our questionnaire instruments on strategic entrepreneurship practices and the performance of small and medium enterprises in Nigeria.

Analyzing Strategic Entrepreneurship Among Women Entrepreneurs of Jammu and Kashmir

In an emerging nation like India, entrepreneurship has the ability to present a solution for many problems related to the economy. The Union territory (UT) of Jammu & Kashmir (J&K) has grave issues of high unemployment and low GDP. A strong form of entrepreneurship can help them overcome these issues. Strategic entrepreneurship has been proposed recently as a form of entrepreneurship which can do wonders for any organisation. So, the present endeavour assesses the strategic entrepreneurship among women owned enterprises in Jammu & Kashmir. The results propose strategic resource management, entrepreneurial mindset and entrepreneurial culture to contribute towards Strategic Entrepreneurship among women entrepreneurs. Entrepreneurial leadership is not found to have any significant impact there. In this study a model has been proposed to train women entrepreneurs so that their level of strategic entrepreneurship can be improved. With this they can contribute towards the entrepreneurial growth in J&K and thus overall economic development can be ensured.

Strategic entrepreneurship for achieving customers repurchase intention amidst pandemic COVID-19 on digital multi-sided platform: A case of Traveloka

The aim of this study is to understand a strategic entrepreneurship on digital multi-sided platform, Traveloka. The variables use is customer service, public service ads, brand image, trust, and repurchase intention. A 110 data collected using Google Form with purposive sampling technique and analyzed using PLS-SEM. The result shows that customer service has a direct and indirect influence through trust on the repurchase intention. Whereas public service ads have no direct and indirect influence on repurchase intention. Trust fully mediates brand image on repurchase intention. This paper contributes to the current understanding of attitudes in the tourism industry within the pandemic period, especially relating to the customer repurchasing behavior towards the online travel agent. The study proved that strategic entrepreneurship is essential to survive in a volatile environment for superior performance.

STRATEGIC ENTREPRENEURSHIP: EXPLORATION, EXPLOITATION, AND AMBIDEXTERITY PRACTICES IN CRAFT BREWERIES FROM UBERLÂNDIA, MG

ABSTRACT Purpose: This paper aims to understand the configuration of strategic entrepreneurship practices of exploration, exploitation, and ambidexterity in craft breweries from Uberlândia, MG. Originality/value: Strategic entrepreneurship enables the comprehension of entrepreneurial phenomena from an organizational perspective. Furthermore, this research is conducted in an emergent industry in Brazil, with few studies in the field of management that consider the idiosyncrasies of craft breweries. Design/methodology/approach: We conducted a qualitative multicase study with three craft breweries from Uberlândia, MG. Twelve interviews were performed, and the set of empirical data collected were analyzed through narrative analysis technique. Findings: We identified several strategic entrepreneurship practices in the craft breweing sector. First, exploration practices were found in some radical innovations, such as the pioneering nature in the production of craft beers in Uberlândia, the creation of new products, and in the setting of new business models. Second, exploitation practices were also identified in incremental innovations that enabled business development. Hence, ambidexterity relied on the balance of exploration and exploitation practices, as innovative endeavors enabled the creation and development of new products and access to new markets. Thus, strategic entrepreneurship practices reflect the initiatives of entrepreneurial agents that seek to promote organizational innovations in terms of quality improvements, new production and marketing strategies, and the adoption of new technologies. Therefore, strategic entrepreneurship reflects and contributes to innovation possibilities, strategic renewals, and the competitiveness of craft breweries, revealing the analytical power of this theoretical approach for the study of entrepreneurial phenomena.