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Entrepreneurial Orientation and Usage of External Business Support for SMEs
12 references·1 citing·46 second hop
Entrepreneurial Orientation and Usage of External Business Support for SMEs (2018)Entrepreneurial Orientation and Usage of …The Role of Universities in Developing Small and Medium Enterprises (SMEs): Future Challenges for Bahrain (2014)The Role of Universities in D…What Do Resource- and Capability-Based Theories Propose? (2011)What Do Resource- and Capabil…Miller (1983) Revisited: A Reflection on EO Research and Some Suggestions for the Future (2011)Miller (1983) Revisited: A Re…Entrepreneurial orientation and small business performance: a configurational approach (2004)Entrepreneurial orientation a…Evaluating the effect of soft business support upon small firm performance (2002)Evaluating the effect of soft…Panacea or White Elephant? A Critical Examination of the Proposed New Small Business Service and Response to the DTI Consultancy Paper (2000)Panacea or White Elephant? A …Management consultant meets a potential client for the first time: the pre‐entry phase of consultancy in SMEs and the issues of qualitative research methodology (2000)Management consultant meets a…The use of external business advice by SMEs in Britain (1999)The use of external business …Training and business development support for micro businesses in a peripheral area (1998)Training and business develop…Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Clarifying the Entrepreneuria…Strategic Orientation of Business Enterprises: The Construct, Dimensionality, and Measurement (1989)Strategic Orientation of Busi…The Correlates of Entrepreneurship in Three Types of Firms (1983)The Correlates of Entrepreneu…Female social entrepreneurs in Africa creating social value through innovation (2022)Female social entrepreneurs i…Exploring marketing research (1982)Management research: An introduction (1992)Marketing Research: An Applied Orientation (1994)The Effectiveness of Public Advisory Services: What are the Important Factors? 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(1966)Organizational Strategy, Structure, and Process (1978)Strategic management of small firms in hostile and benign environments (1989)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Micro-Foundations of Firm-Specific Human Capital: When Do Employees Perceive Their Skills to be Firm-Specific? (2014)The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016)Supply chain sustainability practices and governance for mitigating sustainability risk and improving market performance: A dynamic capability perspective (2020)Changing Use of External Business Advice and Government Supports by SMEs in the 1990s (2003)Effectiveness and efficiency of SME innovation policy (2012)Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival (2015)Use of partial least squares (PLS) in strategic management research: a review of four recent studies (1999)Internet Users' Information Privacy Concerns (IUIPC): The Construct, the Scale, and a Causal Model (2004)Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models (2012)
this work references cited by second hop

References

  • 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance10,148 cited
  • 1983The Correlates of Entrepreneurship in Three Types of Firms5,853 cited
  • 2004Entrepreneurial orientation and small business performance: a configurational approach3,194 cited
  • 1989Strategic Orientation of Business Enterprises: The Construct, Dimensionality, and Measurement1,428 cited
  • 2011Miller (1983) Revisited: A Reflection on EO Research and Some Suggestions for the Future887 cited
  • 1999The use of external business advice by SMEs in Britain300 cited
  • 2002Evaluating the effect of soft business support upon small firm performance207 cited
  • 2011What Do Resource- and Capability-Based Theories Propose?193 cited
  • 2000Panacea or White Elephant? A Critical Examination of the Proposed New Small Business Service and Response to the DTI Consultancy Paper79 cited
  • 2000Management consultant meets a potential client for the first time: the pre‐entry phase of consultancy in SMEs and the issues of qualitative research methodology32 cited
  • 1998Training and business development support for micro businesses in a peripheral area29 cited
  • 2014The Role of Universities in Developing Small and Medium Enterprises (SMEs): Future Challenges for Bahrain21 cited

Cited by

  • 2022Female social entrepreneurs in Africa creating social value through innovation7 cited

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