Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Entrepreneurial orientation, externalities and social entrepreneurship

Entrepreneurial orientation, externalities and social entrepreneurship The purpose of this paper is to consider how the dimensions of entrepreneurial orientation (EO) may support or diminish the creation of social value.Design/methodology/approachThe approach applies Lumpkin and Dess’s multidimensional conceptualization of EO to the growing body of literature on social entrepreneurship.FindingsPropositions on the effects of autonomy, competitive aggressiveness, innovativeness, proactiveness and risk-taking on social value creation are developed.Research limitations/implicationsThe propositions offered in the paper suggest avenues for future empirical studies that seek to examine the impact of EO on social, rather than financial, performance.Originality/valueA significant body of research has examined the relationship between EO and financial performance, but potential implications for social value creation remain unclear. This paper seeks to address this gap in understanding of EO and social entrepreneurship and argues that two components of EO may adversely impact the creation of social value. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Society and Business Review Emerald Publishing

Entrepreneurial orientation, externalities and social entrepreneurship

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/entrepreneurial-orientation-externalities-and-social-entrepreneurship-o6ERQ9SoBd
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1746-5680
eISSN
1746-5680
DOI
10.1108/sbr-01-2021-0006
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to consider how the dimensions of entrepreneurial orientation (EO) may support or diminish the creation of social value.Design/methodology/approachThe approach applies Lumpkin and Dess’s multidimensional conceptualization of EO to the growing body of literature on social entrepreneurship.FindingsPropositions on the effects of autonomy, competitive aggressiveness, innovativeness, proactiveness and risk-taking on social value creation are developed.Research limitations/implicationsThe propositions offered in the paper suggest avenues for future empirical studies that seek to examine the impact of EO on social, rather than financial, performance.Originality/valueA significant body of research has examined the relationship between EO and financial performance, but potential implications for social value creation remain unclear. This paper seeks to address this gap in understanding of EO and social entrepreneurship and argues that two components of EO may adversely impact the creation of social value.

Journal

Society and Business Review – Emerald Publishing

Published: Aug 2, 2021

Keywords: Social responsibility; Entrepreneurial orientation

References

  • Family business performance in a post-disaster scenario: the influence of socioemotional wealth importance and entrepreneurial orientation
    Alonso-Dos-Santos, M.; Llanos-Contreras, O.
  • Reconceptualizing entrepreneurial orientation
    Anderson, B.S.; Kreiser, P.M.; Kuratko, D.F.; Hornsby, J.S.; Eshima, Y.
  • Social and commercial entrepreneurship: same, different, or both?
    Austin, J.; Stevenson, H.; Wei-Skillern, J.
  • Business model innovation in nonprofit social enterprises
    Roos, G.; O’Connor, A.
  • Asserting difference: the strategic response of nonprofit organizations to competition
    Barman, E.A.
  • The proactive personality disposition and entrepreneurial behavior among small company presidents
    Becherer, R.C.; Maurer, J.G.
  • Identifying the drivers of social entrepreneurial impact: theoretical development and an exploratory empirical test of SCALERS
    Bloom, P.N.; Smith, B.R.
  • Towards a ‘long view’: historical perspectives on the scaling and replication of social ventures
    Blundel, R.K.; Lyon, F.
  • Loose cannons and rule breakers, or enterprising leaders? Some evidence about innovative public managers
    Borins, S.
  • Entrepreneurial orientation theory and research: reflections on a needed construct
    Covin, J.G.; Lumpkin, G.T.
  • Strategic management of small firms in hostile and benign environments
    Covin, J.G.; Slevin, D.P.
  • The measurement of entrepreneurial orientation
    Covin, J.G.; Wales, W.J.
  • Crafting high-impact entrepreneurial orientation research: some suggested guidelines
    Covin, J.G.; Wales, W.J.
  • Social entrepreneurship: a critique and future directions
    Dacin, M.T.; Dacin, P.A.; Tracey, P.
  • Entrepreneurial orientation and firm performance: evidence from Argentina
    Diaz, E.; Sensini, L.
  • Making fast strategic decisions in high-velocity environments
    Eisenhardt, K.M.
  • Competing on the edge: strategy as structured chaos
    Eisenhardt, K.; Brown, S.
  • Should nonprofits seek profits?
    Foster, W.; Bradach, J.
  • Framing sustainable practices: middle managers and social intrapreneurial championing
    Gauthier, J.; Meyer, C.; Cohen, D.
  • Evaluating and extending SCALERS: implications for social entrepreneurs
    Gauthier, J.; Ruane, S.G.; Berry, G.R.
  • An integrative framework for strategy-making processes
    Hart, S.L.
  • Beyond taxonomy: an empirical validation of social entrepreneurship in the nonprofit sector
    Helm, S.T.; Andersson, F.O.
  • Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth
    Hughes, M.; Morgan, R.E.
  • Innovativeness: its antecedents and impact on business performance
    Hult, G.T.; Hurley, R.F.; Knight, G.
  • Some top management styles, their context and performance
    Khandwalla, P.N.
  • The interplay of form, structure, and embeddedness in social intrapreneurship
    Kistruck, G.M.; Beamish, P.W.
  • Developing a conceptual framework for comparing social value creation
    Kroeger, A.; Weber, C.
  • Is your organization conducive to the continuous creation of social value? Toward a social corporate entrepreneurship scale
    Kuratko, D.F.; McMullen, J.S.; Hornsby, J.S.; Jackson, C.
  • Measuring entrepreneurial orientation in the social context
    Kusa, R.
  • Entrepreneurial orientation, firm strategy and small firm performance
    Lechner, C.; Gudmundsson, S.V.
  • First-mover (dis)advantages: retrospective and link with the resource-based view
    Lieberman, M.B.; Montgomery, D.B.
  • Entrepreneurial orientation: the dimensions’ shared effects in explaining firm performance
    Lomberg, C.; Urbig, D.; Stöckmann, C.; Marino, L.D.; Dickson, P.H.
  • Clarifying the entrepreneurial orientation construct and linking it to performance
    Lumpkin, G.T.; Dess, G.G.
  • Linking two dimensions of entrepreneurial orientation to firm performance: the moderating role of environment and industry life cycle
    Lumpkin, G.T.; Dess, G.G.
  • Entrepreneurial processes in social contexts: how are they different, if at all?
    Lumpkin, G.T.; Moss, T.W.; Gras, D.M.; Kato, S.; Amezcua, A.S.
  • Strategies for scaling up social enterprise: lessons from early years providers
    Lyon, F.; Fernandez, H.
  • Strategic entrepreneurial orientation: configurations, performance, and the effects of industry and time
    McKenny, A.F.; Short, J.C.; Ketchen, D.J.; Payne, G.T.; Moss, T.W.
  • Navigating challenging fitness landscapes: social entrepreneurship and the competing dimensions of sustainability
    Meyer, C.R.; Gauthier, J.
  • Some have to, and some want to: why firms adopt a post-industrial form
    Meyer, C.R.; Cohen, D.G.; Nair, S.
  • The correlates of entrepreneurship in three types of firms
    Miller, D.
  • Archetypes of strategy formulation
    Miller, D.; Friesen, P.H.
  • Strategy-making in three modes
    Mintzberg, H.
  • Understanding the manifestation of entrepreneurial orientation in the nonprofit context
    Morris, M.H.; Webb, J.W.; Franklin, R.J.
  • The process of social innovation
    Mulgan, G.
  • The collaboration imperative
    Nidumolu, R.; Ellison, J.; Whalen, J.; Billman, E.
  • Entrepreneurial orientation and the performance of religious congregations as predicted by rational choice theory
    Pearce, J.A.; Fritz, D.A.; Davis, P.S.
  • Social innovation and social entrepreneurship: a systematic review
    Phillips, W.; Lee, H.; Ghobadian, A.; O’Regan, N.; James, P.
  • The big idea: creating shared value
    Porter, M.E.; Kramer, M.R.
  • Entrepreneurial orientation and business performance: an assessment of past research and suggestions for the future
    Rauch, A.; Wiklund, J.; Lumpkin, G.T.; Frese, M.
  • The mediating role of entrepreneurial orientation in the task environment–performance relationship: a meta-analysis
    Rosenbusch, N.; Rauch, A.; Bausch, A.
  • Entrepreneurial orientation and performance: is innovation speed a missing link?
    Shan, P.; Song, M.; Ju, X.
  • Research in social entrepreneurship: past contributions and future opportunities
    Short, J.C.; Moss, T.W.; Lumpkin, G.T.
  • Social entrepreneurship: the role of institutions
    Sud, M.; VanSandt, C.V.; Baugous, A.M.
  • An empirical examination of the complex relationships between entrepreneurial orientation and stakeholder support
    Voss, Z.; Voss, G.B.; Moorman, C.
  • Entrepreneurial orientation: a review and synthesis of promising research directions
    Wales, W.J.
  • Empirical research on entrepreneurial orientation: an assessment and suggestions for future research
    Wales, W.J.; Gupta, V.K.; Mousa, F.
  • The entrepreneurship process in base of the pyramid markets: the case of multinational enterprise/government organization alliances
    Webb, J.W.; Kistruck, G.M.; Ireland, R.D.; Ketchen, D.J.
  • Investigating social entrepreneurship: a multidimensional model
    Weerawardena, J.; Mort, G.S.
  • Entrepreneurial orientation and small business performance: a configurational approach
    Wiklund, J.; Shepherd, D.
  • Research evidence on the Miles-Snow typology
    Zahra, S.A.; Pearce, J.A.
  • Echoes of CEO entrepreneurial orientation: how and when CEO entrepreneurial orientation influences dual CSR activities
    Zhang, Z.; Wang, X.; Jia, M.
  • Dimensions of organizational task environments
    Dess, G.G.; Beard, D.W.
  • Social entrepreneurship, stakeholder management, and the multiple fitness elements of sustainability: where cash is no longer king
    Meyer, C.R.; Cohen, D.G.; Gauthier, J.
  • The resilient sector: the future of nonprofit America
    Salamon, L.