Zhongfeng Su

Entrepreneurial Orientation and Firm Performance in New Ventures and Established Firms

Lots of studies suggest a positive relationship between entrepreneurial orientation (EO) and firm performance; however, the empirical findings are inconclusive. There are two explanations for the contradictory results: the performance implication of EO is context‐specific and the relationship between EO and performance may be curvilinear. Consulted on the perspective of the liability of newness and taken together these explanations, this paper probes into the difference in the EO‐performance linkage between new ventures and established firms. We find that the relationship between EO and performance is inverse U‐shaped in new ventures but positive in established firms. Finally, we discuss our contributions, implications, and possible future extensions.

Entrepreneurial Orientation, Managerial Networking, and New Venture Performance in China

Based on institutional theory, this study investigates the moderating effects of different types of managerial networking (political networking, financial networking, and business networking) on the relationship between entrepreneurial orientation () and new venture performance in hina. The study finds that political networking has a negative moderating effect on the positive relationship between and new venture performance, financial networking has an inverse ‐shaped impact, and business networking has a positive effect. The findings not only enrich our understanding of the impact of managerial networking on the performance implication of in new ventures, but also offer new ventures some guidance on how to use and different types of managerial networking to enhance performance in hinas transition economy.

Fast adaptation, strategic flexibility and entrepreneurial roles

Purpose – Strategic change is critical for firms suffering greater environmental uncertainty, but how can firms change their strategies quickly? The purpose of this paper is to examine the impact of entrepreneurial orientation (EO) on the speed of strategic change (SSC) together with the moderating effect of strategic flexibility (composed of resource flexibility (RF) and coordination flexibility (CF)).Design/methodology/approach – A survey instrument of 351 Chinese firms obtained through the face‐to‐face interview method is used to empirically test the hypotheses.Findings – This study finds that EO has a positive impact on the SSC. In addition, the moderating effect of RF on the relationship between EO and the SSC is inverse U‐shaped, while that of CF is positive. The findings indicate that both EO and strategic flexibility are important antecedents of the SSC.Originality/value – This study adds an in‐depth understanding on the roles of EO and strategic flexibility as the antecedents of the SSC.

A Strategy Tripod Perspective on Knowledge Creation Capability

Drawing on the strategy tripod perspective, in this study we examine how the performance effect of knowledge creation capability is contingent on key industrial and institutional variables. We find that technological turbulence, competitive intensity and government support all positively moderate the relationship between knowledge creation capability and firm performance, while dysfunctional competition has a negative moderating impact. This study provides a more fine-grained analysis on the performance implications of knowledge creation capability. Moreover, it represents one of the first attempts to empirically test the interactive effects of the three legs of the strategy tripod (the industry-based, resource-based and institution-based views) in one study and supports the importance of integrating the three legs to better understand the complex phenomenon.