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Entrepreneurial alertness as a pathway to strategic decisions and organizational performance

Published on May 1, 2018in Strategic Organization3.11
· DOI :10.1177/1476127017693970
Philip T. Roundy10
Estimated H-index: 10
(UTC: University of Tennessee at Chattanooga),
David A. Harrison49
Estimated H-index: 49
(University of Texas at Austin)
+ 2 AuthorsJeffrey E. McGee12
Estimated H-index: 12
(UTA: University of Texas at Arlington)
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Abstract
Entrepreneurial alertness can play a vital role in the identification and creation of opportunities involving early-stage ventures. However, the strategic function of entrepreneurial alertness in more mature organizations has not been explored. In a field study of organizations responding to an environmental disruption, we explore if entrepreneurial alertness influences decisions involving the creation and maintenance of competitive advantage. We find a direct effect of entrepreneurial alertness on strategic change decisions and organizational performance. Moreover, we find a synergistic influence of entrepreneurial alertness and other cognitions, including issue categorization and assessments of uncertainty, on strategic decisions. Findings demonstrate that managerial decision makers can take multiple, reinforcing pathways when heeding change.
  • References (144)
  • Citations (8)
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References144
Newest
Mary Beth Rousseau1
Estimated H-index: 1
,
Blake D. Mathias7
Estimated H-index: 7
+ 1 AuthorsT. Russell Crook20
Estimated H-index: 20
Although innovation is considered the lifeblood of many organisations, firms are often challenged to derive the anticipated performance benefits of innovation. Research on the performance outcomes of innovation is similarly beset with mixed results and ambiguity. Through a meta-analysis of 62 studies over 20 years, this paper confirms a strong linkage between innovation and performance and reveals several contingencies. First, we find that inconsistency across performance outcomes is driven in p...
Published on Jan 1, 2016in The Academy of Management Annals12.29
Daniel A. Newman25
Estimated H-index: 25
(UIUC: University of Illinois at Urbana–Champaign),
David A. Harrison49
Estimated H-index: 49
(University of Texas at Austin)
+ 1 AuthorsShannon Rariden1
Estimated H-index: 1
(University of Texas at Austin)
AbstractWe review the practice of building new psychological constructs by combining older constructs (a process we refer to as construct mixology), with a focus on the impact, methodology, and substantive knowledge implications of this practice. Our review suggests that some of the most influential micro-level constructs in the field of management are either new compound constructs or old constituent constructs that have been used in some form of mixology. Furthermore, we review a range of meth...
Published on Aug 1, 2015in Strategic Organization3.11
Timothy A. Hart5
Estimated H-index: 5
(TU: University of Tulsa),
Parthiban David15
Estimated H-index: 15
(AU: American University)
+ 2 AuthorsMichelle Westermann-Behaylo5
Estimated H-index: 5
(UvA: University of Amsterdam)
We investigate the relationship between top management team compensation disparity and corporate social performance. We argue that pay structures with high disparity are reflective of transactional, individualistic organizations that foster a shareholder orientation. In contrast, pay structures with low disparity are indicative of relational, cooperative organizations that foster a stakeholder orientation. Examining the effect of these attributes on corporate social performance, we find that cor...
Published on Jan 1, 2015in Journal of Business Venturing6.33
Peter Jaskiewicz15
Estimated H-index: 15
(Concordia University),
James G. Combs11
Estimated H-index: 11
(UA: University of Alabama),
Sabine B. Rau4
Estimated H-index: 4
(WHU - Otto Beisheim School of Management)
Research shows that family firms are less entrepreneurial, on average, especially after the founder departs. There are notable exceptions, however, and so we build a new theory to explain how these exceptional firms accomplish transgenerational entrepreneurship. Specifically, we conducted in-depth interviews with owners and (potential) successors in 21 German wineries that are, on average, in their 11th generation. We introduce entrepreneurial legacy, which we define as the family's rhetorical r...
Published on Oct 1, 2014in Journal of Business and Entrepreneurship
Beverly K. Brockman1
Estimated H-index: 1
ABSTRACTOpportunity recognition, evaluation, and exploitation are considered by many to be the heart of entrepreneurship (Shane & Venkataraman 2000; Zahra, 2008) and a construct well connected to opportunity recognition is entrepreneurial alertness. In this paper, a model is presented to extend the contributions already made in this area, particularly the work of Tang, Kacmar, & Busenitz (2012) and Valliere (2013), by further delineating the components and antecedents of entrepreneurial alertnes...
Published on Sep 1, 2014in Journal of Management Studies5.84
Liliana Pérez-Nordtvedt9
Estimated H-index: 9
(University of Texas at Austin),
Susanna Khavul14
Estimated H-index: 14
(University of Texas at Austin)
+ 1 AuthorsJeffrey E. McGee12
Estimated H-index: 12
(University of Texas at Austin)
Even when shocks in a firm's environment are predictable, their consequences are not. Using the relocation of the Dallas Cowboys Stadium as a rich case of such a disruption, we investigate how combinations of strategic interpretation and spatial distance influence incumbent business owners' decisions to pursue temporal adaptation as a response. Temporal adaptation (TA) comprises timing rather than content changes by the firm seeking to adjust to the reconfigured environment. Survey data from 168...
Published on Sep 1, 2014in Strategic Management Journal5.57
Pol Herrmann13
Estimated H-index: 13
(Iowa State University),
Sucheta Nadkarni18
Estimated H-index: 18
(Drexel University)
Using the five factor model (FFM) of personality, we delineate two distinct roles of CEO personality in managing strategic change: initiating strategic change and determining the performance effects of strategic change implementation. Based on data from 120 small- and medium-sized enterprises (SMEs) in Ecuador, we found that some FFM traits of CEOs influenced initiation only (extraversion and openness), others similarly influenced initiation and performance effects of implementation (emotional s...
Published on Aug 1, 2014in Strategic Organization3.11
Nicolai J. Foss72
Estimated H-index: 72
(NHH: Norwegian School of Economics),
Jacob Lyngsie6
Estimated H-index: 6
(CBS: Copenhagen Business School)
The entrepreneurship field predominantly focuses on start-ups, opportunity discovery and single individual. These overall characteristics mean that the field has difficulties conceptualizing and theorizing the entrepreneurial activities of established firms. In particular, the links between organizational designs, the various entrepreneurial activities of organizational members and firm-level entrepreneurial entrepreneurial outcomes are not well-understood. We sketch a research program for under...
Published on Feb 1, 2014in Strategic Organization3.11
Na Ni2
Estimated H-index: 2
(PolyU: Hong Kong Polytechnic University),
Cuili Qian8
Estimated H-index: 8
(CityU: City University of Hong Kong),
Donal Crilly9
Estimated H-index: 9
(LBS: London Business School)
A core issue in stakeholder theory is how firms can engender joint interests among competing stakeholders. We draw on theories of normative influence and reciprocity to identify how firms positively influence the relations between their internal and external stakeholders. We propose that firms can send credible corporate signals, such as philanthropy and sustainability reporting, to exert social influence on employees, but that employees’ own treatment by their firm and career prospects are also...
Published on Nov 1, 2013in Strategic Organization3.11
Jonathan T. Eckhardt9
Estimated H-index: 9
(UW: University of Wisconsin-Madison)
The business model concept is widely used by practicing entrepreneurs and scholarly research on the business model concept has made contributions to the management literature. This essay links the business model literature to the growing work on the individual–opportunity nexus—which is a developing scholarly framework in entrepreneurship. Three potential linkages of overlapping research are discussed including research on the development of entrepreneurial taxonomies and conjecture formation.
Cited By8
Newest
Published on Mar 1, 2019in Journal of Entrepreneurship
Philip T. Roundy10
Estimated H-index: 10
(UTC: University of Tennessee at Chattanooga),
Dutch Fayard (UTC: University of Tennessee at Chattanooga)
In pursuit of the beneficial outcomes of entrepreneurship, governments and regional development organisations enact policies to stimulate entrepreneurial activity. A growing focus of policymakers i...
Published on Feb 1, 2019in Personality and Individual Differences2.00
Brownhilder Ngek Neneh3
Estimated H-index: 3
(University of the Free State)
Abstract Entrepreneurial alertness is a vital component in entrepreneurship that plays an important role in opportunity recognition. However, moving from the stage of alertness to eventually engage in business gestation activities has received limited attention over the years. In an attempt to address this gap, the present study examined the role played by action-oriented personality traits (i.e. trait competitiveness and proactive personality) in the transition from opportunity recognition to e...
Published on Jun 3, 2019
Lalit Sharma1
Estimated H-index: 1
(Entrepreneurship Development Institute of India)
Purpose Entrepreneurial alertness is a key factor in business opportunity identification. Scholars have determined that successful entrepreneurs have high levels of entrepreneurial alertness, but only a limited number of studies are available on the concept. One of the major reasons identified is the fragmented constituents and less knowledge of the components determining the level of alertness. The present study aims to integrate the varied research on entrepreneurial alertness, identify its co...
Pankaj C. Patel31
Estimated H-index: 31
(Villanova University)
Extending the conceptualization of absorptive capacity, we propose the concept of opportunity related absorptive capacity, defined as an entrepreneur’s absorptive capacity during the opportunity development phase. Alertness, as an entrepreneurial schema bridging internal knowledge-building activities with external opportunity-related knowledge, could be positively associated with opportunity related absorptive capacity. In this exploratory study based on a sample of 93 Swedish entrepreneurs who ...
Philip T. Roundy10
Estimated H-index: 10
(UTC: University of Tennessee at Chattanooga)
Despite the ubiquity of small towns, the forces shaping entrepreneurship in cities of limited size, reach, and scope are unexamined. To address the lack of attention to small town entrepreneurship, a comparative-case study of two small towns (Newton Falls, Ohio and Geneva, Ohio) was conducted. The study examines how and to what extent entrepreneurial activity manifests in small towns and identifies the strategies and contextual forces that promote and hinder small town entrepreneurship. Findings...
Published on Aug 1, 2018in International Small Business Journal3.71
Samuel Adomako6
Estimated H-index: 6
(UPM: King Fahd University of Petroleum and Minerals),
Albert Danso6
Estimated H-index: 6
(DMU: De Montfort University)
+ 1 AuthorsBedman Narteh11
Estimated H-index: 11
(University of Ghana)
An ability to act upon an entrepreneurial opportunity is a major driver of new venture success. However, scholarly knowledge is limited on how and when entrepreneur alertness to entrepreneurial opportunities drives new venture success. This article addresses this gap arguing that variations in new venture performance are a function of levels of entrepreneurial alertness and networking capabilities. Using primary data gathered from 203 new ventures operating in a sub-Saharan African economy, Ghan...
Published on May 1, 2018in Journal of Business Research4.03
Philip T. Roundy10
Estimated H-index: 10
(UTC: University of Tennessee at Chattanooga),
Mike Bradshaw2
Estimated H-index: 2
,
Beverly K. Brockman7
Estimated H-index: 7
(UTC: University of Tennessee at Chattanooga)
Entrepreneurial ecosystems are receiving heightened attention from scholars and practitioners. Studies have focused on isolating entrepreneurial ecosystems' components; however, prior research has not offered a theory of entrepreneurial ecosystems that embraces their complexity. To address this omission in ecosystems research, we contend that entrepreneurial ecosystems can be more fully understood if examined through the lens of complexity science and conceptualized as complex adaptive systems. ...
Philip T. Roundy10
Estimated H-index: 10
(UTC: University of Tennessee at Chattanooga)
Growing evidence suggests entrepreneurial ecosystems are a potent engine for economic and community development. Prior research has identified an ecosystem’s culture as serving a critical role in its creation and functioning. However, it is not clear how the cultural forces in entrepreneurial ecosystems develop and are shaped by individuals, organizational actors, and ecosystem-level institutions. Drawing from institutional theory and theories of multiple logic organizations (i.e., hybrids), thi...