Entrepreneurial Orientation and Firm Performance: Drawing Attention to the Senior Team

Sebastiaan Van Doorn · Justin J.P. Jansen · Frans A. J. Van Den Bosch · Henk Volberda

158 citations0/0 files storedJournal of Product Innovation Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Entrepreneurship Studies and Influences Innovation and Knowledge Management Team Dynamics and Performance

Abstract

Prior studies have argued entrepreneurial orientation (EO) plays an important role in explaining firm performance. This study aims to assess how senior team attributes moderate the relationship between EO and firm performance. For this purpose, an attention‐based perspective is adopted, focusing on attention scope as well as distributed and situated attention. By considering the role of senior team heterogeneity in broadening the attention scope of senior teams and the role of senior team shared vision in aligning distributed attention across organizational functions, this research investigates how senior teams may enhance the value‐creating potential of EO. In addition, we assess situated attention by including the notion of environmental dynamism and examining whether the role of the senior team attributes is contingent upon environmental conditions. Using a time‐lagged sample of 346 firms operating in various industries, we find that senior team heterogeneity helps firms to leverage their EO and improve their performance. Moreover, once environmental conditions are taken into account, results indicate that the absence of heterogeneity at senior team level may be particularly detrimental for firms operating in stable environments. The direct moderating effect of shared vision on the relationship between EO and performance is not substantiated. However, senior team shared vision has a positive impact for firms operating in dynamic environments, providing a premium for firms aiming to realize the inherent value of EO. Our research provides important implications for senior teams aiming to leverage their EO into increased firm performance. Evidence shows that while a heterogeneous team composition and senior team shared vision may provide several benefits, these advantages may fluctuate across environmental conditions.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 158 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1990Absorptive Capacity: A New Perspective on Learning and Innovation 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1986Research in Organizational Behavior.1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1989Strategic management of small firms in hostile and benign environments

Cited by

2018Disentangling the antecedents of ambidexterity: Exploration and exploitation 2019Customer orientation and firm performance: The joint moderating effects of ethical leadership and competitive intensity 2022The attention‐based view: Review and conceptual extension towards situated attention 2016Entrepreneurial orientation and firm performance in different environmental settings 2016The interactive effects of entrepreneurial orientation and capability-based HRM on firm performance: The mediating role of innovation ambidexterity

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.