Linking Two Dimensions of Entrepreneurial Orientation to Firm Performance: The Moderating Role of Environment and Industry Life Cycle

By G. Lumpkin, Gregory G. Dess, David Harrison, Jay J. Janney, Marian Kramer, Rodney C. Shrader. 2001

3,344 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f75c57146dc3024c2c112f4388910f6bd8fc8248

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Reconceptualizing entrepreneurial orientation (2015, background): “” As MacKenzie et al. (2011) discuss, this procedure largely resolves the issue of interpretational confounding and facilitates the use of formatively measured constructs in a variety of structural and confirmatory factor models.”
Top management team conflict and entrepreneurial strategy making in China (2009, background): “New technologyventures In recent years, a growing body of literature has paid attention to the role of entrepreneurial strategy making in firm performance (e.g., Dess & Lumpkin, 2005; Lumpkin & Dess, 2001; Wiklund & Shepherd, 2003).”
Entrepreneurial marketing and firm performance: Synthesis and conceptual development (2020, neutral): “Under uncertain environments, organizations work toward mitigating risks (Lumpkin & Dess, 2001).”
Entrepreneurial Orientation and International Scope: The Differential Roles of Innovativeness, Proactiveness, and Risk-Taking (2014, methodology): “…uni-dimensional construct only point to entrepreneurial orientation as exerting positive influence, the models we employed using the multi-dimensional construct reveal richer relationships between each of the dimensions and firm international scope (Covin et al., 2006 and Lumpkin and Dess, 2001).”
Implications of customer and entrepreneurial orientations for SME growth (2013, background): “‘EO’ has its origin in strategy literature, and has been used to refer to the strategic management style of firms having ‘entrepreneurial’ tendencies (Becherer and Maurer, 1997; Lumpkin and Dess, 1996, 2001).”
Expect the unexpected: examining the shaping role of entrepreneurial orientation on causal and effectual decision-making logic during economic crisis (2018, methodology): “To examine our moderator, entrepreneurial orientation, we employed a seven-point Likert scale based upon Covin and Slevin (1989), and Lumpkin and Dess (2001) to capture three well-established criteria of entrepreneurial strategic orientations: innovativeness, proactiveness, and risktaking.”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “Environmental uncertainty, dynamism, and turbulence are all terms that relate to the rate of unpredictable change in a firm’s environment (Lumpkin and Dess 2001).”
The interrelationship between SME government support programs, entrepreneurial orientation, and performance: A developing economy perspective (2020, background): “EO (see Figure 2) is conceptualized as a strategic posture that reflects a firm’s propensity for innovativeness, proactiveness, risk taking, competitive aggressiveness, and autonomy (Lumpkin & Dess, 1996, 2001).”