Entrepreneurial orientation as a basis for classification within a service industry: the case of retail pharmacy industry
By T. Jambulingam, Ravi Kathuria, W. Doucette. 2005
235 citations recorded by the source corpus.
Researchers have classified industries based on operational, market, and financial objectives. This study seeks to break down specific industries into smaller subgroups based on entrepreneurial orientations. The retail pharmacy industry is investigated both to identify a service provider taxonomy based on entrepreneurial orientation and to characterize the environmental, organizational, and performance features of the subgroups identified. The study was based on resource-advantage, a theory suggesting that superior performance results from a competitive advantage in both tangible and intangible resources. Six hypotheses related to entrepreneurship (innovativeness, proactiveness, autonomy, competitive aggressiveness, risk taking and motivation) were tested for the retail pharmacy industry.Surveys were sent to randomly selected pharmacies in nine U.S. states representing nine U.S. census divisions; pharmacists from 251 stores (40.8%) responded. The results indicate that the pharmacies often used a mixture of entrepreneurial orientation as intangible resources.Of those surveyed, the largest percentage (30%) classified themselves as True Entrepreneurs (emphasize all entrepreneurial characteristics), followed by Proactive-Innovators (28%) (anticipate and act on future needs), Low-Risk Entrepreneurs (15%) (low risk propensity), Competitive Aggressors (13%) (higher emphasis on competitiveness), and Anything but Entrepreneurs (5%) (develop few to no strategies). Six traditional pharmacy types (e.g., independent, small chain) were analyzed by cluster, with some patterns found but also each type of pharmacy represented in each cluster (with the exception of outpatient hospital pharmacies).Perceptions of environmental and organizational factors were also examined, as were performance differences. Implications and limitations of this research are discussed, as are directions for future research. (AKP)
Subfields: Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/4812758473fab3959ca726a462afe0509210ca38
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In Management of Technology and Innovation
In Strategy and Management
Citations in the corpus
- Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy (2013, methodology): “Measures of these constructs are based on existing measurement instruments (e.g. Jambulingam et al., 2005; Kuivalainen et al., 2007; Wang, 2008), and comprise six scales in total.”
- Entrepreneurial Orientation and the Performance of Religious Congregations as Predicted by Rational Choice Theory (2010, background): “Congregational autonomy may increase responsiveness to environmental imperatives by empowering members (Jambulingam et al., 2005), to identify, develop, and initiate changes in church programs and activities, which results in increased innovation and organizational performance (Von Hipple, 1988).”
- The role of entrepreneurial orientation in service firms: empirical evidence from Austria (2013, methodology): “A classification of six different types of pharmacy retailers based on levels of EO emerged; these forms relate differently to perceptions of the environment, organizational factors and performance outcomes Individual and organizational innovativeness Multidimensional Rutherford and Holt (2007) Publ”
- Linking Entrepreneurial Orientation with Innovation Performance in SMEs; the Role of Organizational Commitment and Transformational Leadership Using Smart PLS-SEM (2021, background): “However, Jambulingam, Kathuria [10] tested six dimensions of entrepreneurial orientation such as innovativeness, which means the willingness to support innovation, by developing organizational clusters taking entrepreneurial orientation as an intangible asset that ultimately enhances a firm’s perfor”