Suchergebnisse

Purpose
This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of small- and medium-sized enterprises (SMEs) under strategic-hybrid orientation (SHO) theory.


Design/methodology/approach
The data collected from the SABI NEO international database has 90 companies in 13 medium-to-high and high-tech activity sectors. The authors used partial least squares structural equation modelling to test the research model.


Findings
Business strategies match a SHO that includes both orientations, i.e. EO and CO. Moreover, as expected, the authors found evidence that each orientation produces performance-related sign-opposite significant impacts. Finally, the hypothesis regarding the positive synergistic effect of both orientations (EO and CO) on PBP was also supported.


Research limitations/implications
One stems from the study's cross-sectional nature, requiring a longitudinal approach. Another one resides in the absence of further examinations concerning multigroup analysis. Another restraint is the limitedness of data, focused on firms with med/high-tech intensity. For last, while the use of results in the initial stages of theory development can be beneficial, it is important to note that such results cannot be simply extrapolated or generalized to other industrial sectors without careful consideration of the contextual factors at play.


Social implications
This study humbly endeavours to contribute to the finality of SMEs' more steady and prosperous existence concerning the consciousness of the need to improve labour stability and wage fairness, conditions such as requiring a continuous commitment.


Originality/value
In this study, the authors aimed to investigate the impact of SHO on SMEs' PBP. To this end, the authors simultaneously used two different strategic orientations (SOs): EO, which is widely studied in the literature, and CO, which has been less researched. The authors also examined their synergistic effects on PBP. The authors' approach is based on Venkatraman's strategic orientation of business enterprises model and the comparative paradigm of SOs.

PurposeThis article examines the mechanisms through which big data analytics capabilities (BDAC) contribute to creating sustainable value and analyzes the mediating roles that supply chain management capabilities (SCMC), as well as circular economy practices (CEP), play through their impact on sustainable performance.Design/methodology/approachFollowing a literature review, a serial mediation model is presented. Hypotheses regarding direct and mediating relationships are tested to determine their potential for sustainability impact and circularity. Partial least squares structural equation modeling (PLS-SEM) has been applied for causal and predictive purposes.FindingsThe results indicate that big data analytics capabilities do not have a direct positive impact on sustainable performance but influence indirectly through SCMC and CEP.Originality/valueAlthough some authors have addressed the associations between IT business value, supply chain (SC), and sustainability, this paper provides empirical evidence related to these relationships. Additionally, this study performs novel predictive analyses.

AbstractDrawing on the information technology (IT)‐enabled capabilities perspective, this study develops a model that extends our knowledge of the mechanisms through which IT contributes to business value. Specifically, we provide new insights to the stream of research that proposes organizational agility to be a higher order capability enabled by information systems (IS) capabilities that impacts firm performance, and we test the contingency effect of an important environmental factor—the technology intensity of the industry. To empirically study the proposed relationships, data were collected from 153 Spain‐based firms and analyzed using a partial least squares structural equation modeling. The results indicate that IS capabilities positively affect firm performance through the full mediation of organizational agility. Furthermore, a multigroup analysis reveals that the impact of IS capabilities on organizational agility is greater for companies in high‐tech intensity industries than for those in medium‐tech intensity industries. An important implication is the identification of some capabilities that might jointly enhance firm performance through their interplay, as well as the external environmental factors that influence these relationships. When designing firms' IT strategies, managers seeking to optimize firm performance should embed appropriate IS capabilities into the key business processes to enable an agile response in the organization.