Shaker A. Zahra

Absorptive Capacity: A Review, Reconceptualization, and Extension

Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firms potential and realized capacity. We then advance a model outlining the conditions when the firms potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.

Boards of Directors and Corporate Financial Performance: A Review and Integrative Model

This article synthesizes empirical researchfindings on the impact of boards of directors on corporate financial performance. An integrative model of board attributes and roles is presented, and research support on their links is discussed. The review identifies critical short-comings of past studies and concludes by offering an agenda for future studies in this promising area of empirical research.

Contextual influences on the corporate entrepreneurship-performance relationship: a longitudinal analysis

Abstract Over the past several years corporate entrepreneurship has been widely touted by executives and researchers alike as an effective means for revitalizing companies and improving their financial performance. For the most part, the call for greater entrepreneurial behavior on the part of established companies has been accepted on faith as an inherently desirable objective. The implicit logic behind the pervasive belief in the value of corporate entrepreneurship seems to be that risk taking, innovation, and aggressive competitive action—the key elements of entrepreneurial corporations—will help in identifying and pursuing lucrative product/market opportunities and in providing new bases for achieving superior competitive positions. But what do we really know about the financial consequences of corporate entrepreneurship? Most of the evidence that corporate entrepreneurship “pays off” is anecdotal in nature or based on cross-sectional studies that focus on the short-term implications of entrepreneurial behaviors. As such, in a definitive sense, we know very little about the financial consequences of corporate entrepreneurship. In an attempt to improve our understanding of this issue, this article describes a study of corporate entrepreneurship and its impact on company financial performance. Data were collected from three different samples over a seven-year period to assess the longitudinal impact of corporate entrepreneurship on firm performance. These samples consist of 24 medium-sized manufacturing firms representing 14 industry segments, 39 chemical companies, and 45 Fortune 500 industrial firms representing five industry segments. Data were gathered on each sample using both primary and secondary sources. Regression analysis was then used to analyze the data. The results suggest that corporate entrepreneurship has a positive impact on financial measures of company performance. This effect on performance, which tends to be modest over the first few years, increases over time, suggesting that corporate entrepreneurship may, indeed, be a generally effective means for improving long-term company financial performance. Moreover, the results indicate that corporate entrepreneurship is a particularly effective practice among companies operating in hostile environments (as opposed to benign environments). The study has three principal implications for practicing managers. First, the study documents the general financial viability of engaging in corporate entrepreneurship. This is not to suggest that corporate entrepreneurship is a panacea for improving financial performance. However, entrepreneurial behavior, when considered on the whole (i.e., across firms and industries), is associated with superior financial performance. Second, the study suggests a need to use a long-term time horizon in order to adequately judge the financial consequences of corporate entrepreneurship. The use of a shorter evaluation period may not allow sufficient time for entrepreneurial actions to have their full market and corresponding financial impact. Finally, the study identifies the context-specific character of effective entrepreneurial practice. Specifically, corporate entrepreneurship appears to be a particularly effective strategic practice among firms operating in hostile business settings.

Predictors and Financial Outcomes of Corporate Entrepreneurship: An Exploratory Study

Presents and tests a model of the precursors and effects of corporate entrepreneurship in order to determine the antecedents of corporate entrepreneurship and the association between corporate entrepreneurship and company performance. The proposed model suggests that three variable sets influence the pursuit of corporate entrepreneurship: environment, strategy and internal organization. Five hypotheses are presented to operationalize the model: (1) environmental dynamism, hostility, and heterogeneity are associated positively with corporate entrepreneurship; (2) growth-oriented grand corporate strategies will be positively associated with pursuit of corporate entrepreneurship. In contrast, a stability strategy will be negatively associated with corporate entrepreneurship; (3) formal communication, scanning and differentiation will be positively associated with corporate entrepreneurship; (4) clearly articulated organizational values that are employee (person)-supportive and competition-oriented are positively associate with corporate entrepreneurship; and (5) corporate entrepreneurship is positively associated with corporate financial performance -- that is, positively with accounting measures and negatively with market-based criteria. Data were gathered from 119 responses to questionnaires sent to U.S. industrial corporations appearing on the Fortune 500 list. Results indicate that firms promoted corporate entrepreneurship when they considered their environment as becoming more dynamic, hostile, and heterogeneous. Growth-oriented strategies were positively related to corporate entrepreneurship, while stability strategies were negatively associated with corporate entrepreneurship. Increased firm controls were also negatively associated with corporate entrepreneurship activities. In contrast, both person-related and competition-oriented values were positively associated with corporate entrepreneurship. Finally, results suggest a positive associate between corporate entrepreneurship and company performance. (SFL)

A Capabilities Perspective on the Effects of Early Internationalization on Firm Survival and Growth

Recent critiques of internationalization process models question the wisdom of delaying internationalization. Internationalizing late allows firms to assemble resources and gain experience but also allows inertia to develop. We resolve this tension by positing that internationalization has differing effects on firm survival and growth. These effects are moderated by organizational age, managerial experience, and resource fungibility. Our framework provides insights into the evolution of capabilities across borders and may be tested and built upon by organization researchers.

Entrepreneurship in Family vs. Non‐Family Firms: A Resource‐Based Analysis of the Effect of Organizational Culture

Organizational culture is an important strategic resource that family firms can use to gain a competitive advantage. Drawing upon the resource–based view (RBV) of the firm, this study examines the association between four dimensions of organizational culture in family vs. non–family businesses and entrepreneurship. Using data from 536 U.S. manufacturing companies, the results show a nonlinear association between the cultural dimension of individualism and entrepreneurship. Further, there are positive linear relationships between entrepreneurship and an external orientation, an organizational cultural orientation toward decentralization, and a long– versus short–term orientation. With the exception of an external orientation, each of these dimensions is significantly more influential upon entrepreneurship in family firms when compared with non–family firms.

Entrepreneurial Risk Taking in Family Firms

Family firms are widely recognized as a major source of technological innovation and economic progress. Yet, over time, some family firms become conservative and unwilling to take the risks associated with entrepreneurial activities. Adopting a broad definition of entrepreneurial risk taking, this study uses agency theory to highlight key correlates of risk taking among 209 U.S. manufacturing family firms. The results show that family ownership and involvement promote entrepreneurship, whereas the long tenures of CEO founders have the opposite effect. These results urge managers to capitalize on the skills and talents of their family members in promoting entrepreneurship and selective venturing into new market arenas.

National culture and entrepreneurship: a review of behavioral research

Conceptual arguments for the association between cultural characteristics and entrepreneurship have existed for decades but only in the last 10 years has this relationship been the focus of empirical scrutiny. In this article, we review and synthesize the findings of 21 empirical studies that examine the association between national cultural characteristics and aggregate measures of entrepreneurship, individual characteristics of entrepreneurs, and aspects of corporate entrepreneurship. The study concedes that a predominant number of empirical studies have used Hofstedes conceptualization of national culture and that other domains have been underdeveloped. A preliminary model that integrates past findings is extended. The review highlights fruitful avenues for future research.

Emerging Issues in Corporate Entrepreneurship

Research on corporate entrepreneurship (CE) has grown rapidly over the past decade. In this article, we identify four major issues scholars can pursue to further our understanding about CE. The issues we explore include various forms of CE (e.g., sustained regeneration, domain redefinition) and their implications for organizational learning; the role of leadership and social exchange in the CE process; and, key research opportunities relevant to CE in an international context. To address the latter issue, we propose a typology that separates content from process-related studies and new ventures vs. established companies. We close with a reassessment of the outcomes in CE research, which becomes particularly salient with the increasing importance of social, human, and intellectual capital in creating competitive advantages and wealth in today’s knowledge economy. Throughout the article, we use the organizational learning theory as a means of integrating our discussion and highlighting the potential contributions of CE to knowledge creation and effective exploitation.

Entrepreneurship in Medium-Size Companies: Exploring the Effects of Ownership and Governance Systems

Corporate entrepreneurship (CE), which embodies a company’s innovation and venturing activities, is necessary in today’s competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company’s top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors own stock in the company. The relationships between the ratio of outside directors and CE, and institutional ownership and CE, are mixed. CE is also positively associated with future company performance.