Justin L. Davis

Entrepreneurial Orientation and Firm Performance: The Unique Impact of Innovativeness, Proactiveness, and Risk-taking

Abstract This paper develops a theoretical model of the relationship between firm-level entrepreneurship and firm performance. This model is intended to further clarify the consequences of an ‘entrepreneurial orientation,’ paying particular attention to the differential relationship that exists between the three sub-dimensions of entrepreneurial orientation and firm performance. Included in the theoretical model are other important variables (such as organizational structure and environmental characteristics) that may impact the EO-performance relationship. Propositions are developed regarding the various configurations of the sub-dimensions of EO and organizational structure that would be most appropriate in a given environmental context. Future research may also benefit from considering the important role that organizational strategy and life cycle stage play in this model. The implications of this model for both researchers and managers are discussed.

Entrepreneurial Orientation and Firm Performance: The Moderating Role of Managerial Power

Organizational researchers have long recognized the important role that top managers play within entrepreneurial firms (Ireland, Hitt and Sirmon 2003). Utilizing Covin and Slevin’s (1989) conceptual framework, the current study explores three key entrepreneurial characteristics of top managers and the impact these characteristics have on firm performance. Specifically, we argue that top managers with a high tolerance of risk, those who favor innovative activities and those who display a high degree of proactiveness will positively impact firm performance. In addition, this study examines the influence of top managers’ prestige, structural and expert power on the relationship between entrepreneurial orientation and firm performance. We conclude the study with a discussion of theoretical and practical implications of our findings and suggestions for future research in this area of study.

The Deal Structuring Stage of the Venture Capitalist Decision-Making Process: Exploring Confidence and Control

This exploratory study examines the deal structuring stage of the venture capitalist decision‐making process. Here, the primary issues of concern are investor confidence and potential control of a venture in relation to the level of financing the investor provides and the structure with which the funding is delivered. Confidence comes in support of the entrepreneur, the venture itself, or a combination of the two, prior to capital transfer, but after the initial “invest or not invest” decision has already occurred. Findings support a multicriteria perspective of the pre‐investment decision‐making process and a distinct difference between entrepreneur confidence and venture confidence in the deal structuring stage.

Competitive Dynamics Among Service SMEs

In an effort to further our understanding of competitive dynamics, the three constructs of firm specialization, environmental munificence, and rivalry intensity are examined in relation to financial performance in service‐intensive Small and Medium‐Sized Enterprises (SMEs). Using a sample of physician organizations, direct and interaction relationships are empirically examined using multivariate regression analyses. Findings confirm a three‐way interaction that exists among these factors in relationship to overall performance; this supports a more complex, configurations approach to competitive dynamics research, particularly among service‐intensive SMEs.

Early Season NFL Over/Under Bias

Popular wisdom regarding athletics is that offenses are at a relative disadvantage in the early portion of seasons. The authors present evidence that this anecdotal belief holds true over the 2000-2010 National Football League (NFL) seasons. This is reflected in lower offensive yardage, fewer first downs, and fewer points scored. While total points scored are significantly lower in Week 1 of NFL seasons, bookmakers fail to reduce the total lines posted on these games. The authors find a strategy betting under total lines of all Week 1 games over the 2000-2010 NFL seasons yields a statistically significant return of 13.6% per game.

Chapter 4 Fit as Moderation and Matching: A Test of Strategy and Structure Congruence in Relationship to Performance

Many researchers and executives have viewed fit as a key to organizational survival and high performance (Summer et al., 1990). However, the type of fit and how it can be best achieved may often be in question (Venkataraman, 1989). The current study empirically examines both external and internal fit as predictors of firm performance where: (1) external fit is the alignment of, or congruence between, the organizations strategy and/or structure and the task environment, and (2) internal fit is the multidimensional matching of strategy with structure. The argument presented here is that both internal and external fit can, and do, occur simultaneously. Further, the presence of one type of fit may compensate for deficiencies in the other. Using fit in terms of both matching and moderation, hypotheses are tested to determine the nature of both internal and external fit of strategy and structure. Testing of the hypotheses is conducted using data from the medical group industry. Findings support the influence of individual strategy and structure variables on medical group performance. However, fit found between strategy and structure, be it as matching or moderation, shows little influence on performance. Implications for medical groups and the broader health care industry are discussed.