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A capability-anchored articulation of the EO-organizational performance relationship in emergent and post-emergent organizations

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  • D'Souza, Derrick E.
  • Fan, Gang

Abstract

There have been mixed scholarly findings on the relationship between entrepreneurial orientation (EO) and organizational performance, and a framework that adequately explains the mixed results has not emerged. We address this gap and contribute to the literature in two ways. First, we develop a capability-anchored articulation of the EO-organizational performance relationship. Second, we use this articulation to explain mixed findings on the relationship between EO and organizational performance. Our development indicates a negative and curvilinear relationship between EO and organizational performance for emergent organizations. and a positive and curvilinear relationship for post-emergent organizations. Further, our development indicates an inverted U-shaped relationship for a mixed sample of emergent and post-emergent organizations. Contributions to future research include exploring theoretical extensions of the EO-organizational performance relationship and an opportunity to reconceptualize the EO construct by leveraging the capability-based view of the organization.

Suggested Citation

  • D'Souza, Derrick E. & Fan, Gang, 2022. "A capability-anchored articulation of the EO-organizational performance relationship in emergent and post-emergent organizations," Journal of Business Research, Elsevier, vol. 146(C), pages 107-117.
    • Handle: RePEc:eee:jbrese:v:146:y:2022:i:c:p:107-117
    DOI: 10.1016/j.jbusres.2022.03.069
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