Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure–style fit ☆ ☆

By Kimberly M. Green, Jeffrey G. Covin, Dennis P. Slevin. 2008

308 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b8478cce578078989d1d40063c6f03d7745942d2

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities (2017, background): “The previous literature shows that this variable is a key determinant of a firm's EO (Green et al., 2008).”
Implications of customer and entrepreneurial orientations for SME growth (2013, unknown): “As proposed by Mintzberg (1973) and later by Green et al. (2008), firms exhibiting both reactiveness and proactiveness are pursuing both efficiency and growth.”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, methodology): “A higher overall score on the EO scale indicates higher EO, while lower scores indicate a more conservative orientation (Green et al., 2008).”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, unknown): “Green, Covin, and Slevin (2008) argue that the ability to react strategically is a major component of successful entrepreneurial firms.”
Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation (2013, background): “…EO antecedents, such as external environmental influences (Becherer & Maurer, 1997; Zahra & Neubaum, 1998), the psychological characteristics of founders or top managers (e.g., Poon, Ainuddin, & Junit, 2006; Simsek, Heavey, & Veiga, 2010), and strategic processes (e.g., Green et al., 2008).”
The relationship between resources, entrepreneurial orientation and performance in farm-based ventures (2011, unknown): “…industry may be less exposed to market situations and less trained in handling change in business platforms compared to firms in a less regulated environment, since the latter group often put themselves in positions where outcomes of their actions are uncertain (Green, Covin, and Slevin 2008).”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “…the contingent role of firm resources (Ostgaard and Birley, 1994; Wiklund and Shepherd, 2003), firm culture (Burgelman, 1984), firm structure (Green et al., 2008; Slevin and Covin, 1990), social capital (Stam and Elfring, 2008), as well as environmental attributes (Covin and Slevin, 1989;…”