Oksana Koryak

Entrepreneurial leadership, capabilities and firm growth

In this article, we review and synthesize extant research on entrepreneurial leadership, capabilities and their influence on the growth of small- and medium-sized enterprises (SMEs). First, we begin by examining the processes, routines and resources underlying substantive growth capabilities; these are capabilities that enable a firm to grow by competing in its market(s) on a day-to-day basis. Second, we explore leadership in terms of the cognitions motivations and decisions to invest in growth. Third, we examine the dynamic capabilities, which extend, modify or create new substantive (growth) capabilities, to support the sustained pursuit of new opportunities. In so doing, we explore the interrelationships between substantial capabilities, leadership and dynamic capabilities. We conclude the review by highlighting areas of consensus and contention in the literature, from which we propose fruitful areas for future research.

Disentangling the antecedents of ambidexterity: Exploration and exploitation

Abstract We view ambidexterity as a paradox whereby its components, exploration and exploitation, generate persistent and conflicting demands on an organization. Drawing on the attention based view of the firm (ABV), we examine three antecedents of organizational ambidexterity that reflect ABV’s three principles − the principle of focus of attention; the principle of situated attention; and the principle of structural distribution of attention. Specifically, we examine the influence of top management team (TMT) composition, whether or not the firm has a clear written vision, and the extent to which organizational attention is focused on investments in R&D, and continuous improvement. We empirically validate our model on a sample of 422 small and medium-sized enterprises in the UK and find that ambidexterity is supported by a blend of integration and differentiation approaches.

Perception of Risk by Venture Capital and Private Equity Firms: A European Perspective

We introduce and test an integrated model that links venture capitalist risk perceptions with the choice of governance measures. The sample consists of 104 European private equity funds. The results provide support for our proposed model and we identify several links between pre-contractual screening and post-contractual control mechanisms. We find that diligent pre-investment screening enhances the perceived effectiveness of post-investment control mechanism suggesting a number of behavioral implications for the venture capital fund manager and the entrepreneur

Integration through orchestration : the interplay between enterprise systems and inventory management capabilities

Purpose The purpose of this paper is to examine the mechanisms through which the use of enterprise systems (ESs) enhances buyer-supplier integration (BSI). More specifically, the authors explain a model where ES enhances BSI indirectly, mediated by inventory management capabilities (IMCs), as the way ES enhances BSI remains under-explored in the literature. Design/methodology/approach Application of the resource orchestration framework to explain how capabilities and mechanisms interplay to enhance BSI. Data were collected by means of a survey instrument. Data collection took place as part of a larger project, sponsored by the Spanish Government, to evaluate logistics competitiveness in Spain. Findings ES enhances BSI by serving as a coordinating mechanism that maintains capability configurations in a value-creating alignment. IMC plays a key, yet under-explored role as a mediating mechanism that supports ES-enabled BSI. Research limitations/implications First, this research does not fully capture the multi-party nature of the supply chain context. Second, data collection was limited to companies that were more likely to have a systematic approach to logistics issues (i.e. large- and medium-sized companies) and companies based in Spain. Originality/value This paper enhances both scholarly and practitioner understanding of the mechanisms through which the implementation and use of ES contributes to BSI. In addition, this paper integrates literature from different fields (e.g. strategy, information systems, and operations) to gain a better understanding of how the implementation and use of ES affects BSI.