Session 118

Entrepreneurial orientation and strategic entrepreneurship

Track K

Date: Tuesday, October 6, 2015

 

Time: 08:00 – 09:15

Paper

Room: Governor's Square 14


Session Chair:

  • Mathew Hughes, Durham University

Title: Entrepreneurial Orientation and the Fate of Corporate Acquisitions

Authors

  • Richard Hunt, Virginia Polytechnic Institute

Abstract: Does a firm’s entrepreneurial orientation (EO) play a role in creating or destroying value through corporate acquisitions? Our findings suggest EO’s role in acquisition-related outcomes is ultimately a matter of degree. High and low levels of EO are associated with value destruction, while moderate levels, on average, generate positive returns for acquiring firms. However, we find that the relationship is not symmetrical. Firms exhibiting the highest levels of EO experience significantly more negative acquisition-related returns than firms with low EO. While low EO firms may see too few synergies, high EO firms perhaps see too many. We conclude that EO plays an important role in acquisition-related outcomes, but also that very high EO may be more of a curse than it is a blessing.

Title: Exploring Change in Firms’ Entrepreneurial Posture: A Dynamic Look at the EO-Performance Relationship

Authors

  • Matthew Mazzei, Samford University
  • Jason DeBode, Missouri State University

Abstract: The entrepreneurial strategic orientation (subsequently referred to as “EO”) of organizations has been a topic of much scholarly attention in recent years, serving as a central construct in many models of corporate entrepreneurship. Entrepreneurial theory and empirical investigation frequently suggest a positive relationship between EO and firm performance. However, despite prior efforts to recognize this association, the EO-performance relationship remains causally ambiguous and an important empirical question. Using a true longitudinal research design, we will empirically test the nature of EO as changing and dynamic construct, and investigate how the change in EO influences the change in firm performance over time. We will also introduce moderating variables to the longitudinal relationship to further understand contingent factors.

Title: Organizing Strategic Entrepreneurship to Enable Product Innovation in New and Young Technology-Based Firms

Authors

  • Mathew Hughes, Durham University
  • Paul Hughes, De Montfort University
  • Robert Morgan, Cardiff University
  • Ian Hodgkinson, Loughborough University

Abstract: We examine how strategic entrepreneurship affects explorative and exploitative product innovation and how their synthesis as innovation ambidexterity affects firm performance. We find that opportunity-seeking through entrepreneurial orientation positively affects both explorative and exploitative innovation, but advantage-seeking through sourcing and managing relational resources show differential effects on innovation activity. Those that achieve innovation ambidexterity experience superior firm performance. Our work contributes a first test of strategic entrepreneurship as it applies to product innovation management in new and young technology-based firms, and offers a model reconciling how opposing constructs contained in strategic entrepreneurship and innovation theory can cohabitate in firms.

Title: Resourcing Frictions as Causes of Failure in Business Model Pivoting by New Ventures

Authors

  • Charlotte Pauwels, Ghent University
  • Mike Wright, Imperial College London

Abstract: New ventures typically have to pivot their business model before arriving at a successful one. Despite the importance of business model pivoting to understanding how new ventures evolve into successful firms, literature on the supportive processes to this phenomenon is surprisingly scant. We draw on organizational change, entrepreneurship and resource management literatures to extend theoretical insights on the processes facilitating business model pivoting in new ventures. For this purpose, we conducted a longitudinal case study of a venture that implemented two business model pivots, only one being successful. We identify three resourcing frictions, inhibiting successful business model pivoting in a resource-constrained context: lack of fungibility of newly acquired resources, introduction of process management tools during resource accumulation and lack of resource divestment.

All Sessions in Track K...

Sun: 08:00 – 09:15
Session 10: Entrepreneurship in Base-of-the-Pyramid Markets
Sun: 09:45 – 11:00
Session 11: Crowdfunding Research: Present and Future
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Sun: 16:15 – 17:30
Session 50: Entrepreneurship and Institutional Environment
Sun: 17:45 – 00:00
Session 319: Entrepreneurship and Strategy Business Meeting
Mon: 08:00 – 09:15
Session 56: Family firms
Mon: 11:15 – 12:30
Session 119: Competition and entrepreneurial entry
Mon: 13:45 – 15:00
Session 53: New forms of entrepreneurial funding
Session 97: Accelerators, corporate VCs and new venture creation
Mon: 16:45 – 18:00
Session 59: Entrepreneurship in emerging markets
Session 98: Culture, institutions and entrepreneurship
Tue: 08:00 – 09:15
Session 54: Venture capital and angel financing
Session 118: Entrepreneurial orientation and strategic entrepreneurship
Session 217: Leadership and Governance in Family Firms
Tue: 11:00 – 12:15
Session 51: Academic entrepreneurship
Tue: 14:15 – 15:30
Session 58: Corporate VCs and spin-outs
Session 120: Creativity, knowledge spill overs and a venture's legitimacy
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 55: Entrepreneurship and cognitions
Tue: 17:30 – 18:45
Session 57: Entrepreneurial teams
Session 99: Governance and entrepreneurial finance


Strategic Management Society

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