Entrepreneurial orientation and firm performance: The moderating role of managerial power

Davis, Justin L.; Bell, R. Greg; Payne, G. Tyge; Kreiser, Patrick M.

doi:10.1108/19355181201000009

Entrepreneurial orientation and firm performance

Davis, J. L., Bell, R. G., Payne, G. T., & Kreiser, P. M. (2010). Entrepreneurial orientation and firm performance: The moderating role of managerial power. American Journal of Business, 25(2), 41-54. doi:10.1108/19355181201000009

Details

Title: Entrepreneurial orientation and firm performance: The moderating role of managerial power
Contributor(s): Davis, Justin L. (author)
Bell, R. Greg (author)
Payne, G. Tyge (author)
Kreiser, Patrick M. (author)
Located In: American Journal of Business
ISSN: 1935-519X
Date: 2010
DOI: 10.1108/19355181201000009
Use/Reproduction: Emerald Group Publishing Limited
Abstract: 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 perfor- mance. 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.
Subject(s): Entrepreneurial orientation
power
Top management