The Role of Entrepreneurship in Building Cultural Competitiveness in Different Organizational Types

By G. Tomas M. Hult, C. C. Snow, D. Kandemir. 2003

409 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/39f46c09ffc9f55b2a16572fe2958ab1ddb3522c

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Citations in the corpus

Effect of customer orientation and entrepreneurial orientation on innovativeness: Evidence from the hotel industry in Switzerland (2010, background): “Innovativeness is conceived as one of the avenues to gain a competitive advantage (Hult et al., 2003; Hurley & Hult, 1998;”
Entrepreneurial Orientation and Business Performance: An Assessment of past Research and Suggestions for the Future (2009, unknown): “Since the Hunter and Schmidt (1990) approach requires independent statistics we aggregated results for studies that reported multiple indicators.”
Corporate Entrepreneurship: An Empirical Look at Individual Characteristics, Context, and Process (2007, methodology): “Context Variables Memory orientation (four items) and learning orientation (four items) were measured using scales presented by Hult et al. (2003).”
Examining the Effect of Market Orientation On Innovativeness (2006, background): “It may be the adoption of an idea or behaviour that is new to the organisation (Daft 1978), or an organisational culture that encourages the introduction of new processes, products, and ideas (Hurley and Hult 1998; Hult et al. 2003, 2004).”
An organizational entrepreneurship model of supply management integration and performance outcomes (2009, background): “As a function, entrepreneurship may drive an increased market orientation, which promotes organizational learning and drives increased performance IJOPM 29,2 108 (Hult et al., 2003).”
Construct Validation Using Computer-Aided Text Analysis (CATA) (2010, background): “…but rather, sampling frames in previous studies have ranged from small private firms to very large public firms drawn from the Fortune 500 (e.g., Hult, Snow, & Kandemir, 2003; Zahra, 1996) as well as public firms with more than US$25 million in sales (e.g., Sarkar, Echambadi, & Harrison, 2001).”
The Influence of Entrepreneurial, Market, Knowledge Management Orientations on Cleaner Production and the Sustainable Competitive Advantage (2018, background): “…the creation and communication of service value and products offered to improve the organizational performance (Day, 1994; Baker and Sinkula, 2005; Hult et al., 2003); c) Knowledge Management Orientation (KM) is composed of infrastructure and information technologies with the objective to store…”