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Sustainable Competitive Advantage through Entrepreneurship, Market-Oriented Culture, and Trust

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  • Jun-Chul Ha

    (Department of Electrical System Engineering, Hanbat National University, Daejeon 34158, Korea)

  • Jun-Woo Lee

    (Department of Business Administration, Hanbat National University, Daejeon 34158, Korea)

  • Jee Young Seong

    (Department of Business Administration, Jeonbuk National University, Jeonju 54896, Korea)

Abstract

In a rapidly changing business environment, the entrepreneurship of top management is essential for the survival and sustainable development of the enterprise. Building on the view of the strategic choice theory, this study identifies the relationship between entrepreneurship, market-oriented culture, and work engagement. Data were collected from 493 employees regularly working in small and medium-sized firms in South Korea. The results of this study indicate: (1) entrepreneurship (consisting of innovation, proactiveness, and risk-taking) has a significant positive influence on market-oriented culture, (2) entrepreneurship positively affects work engagement, (3) market-oriented culture has a significant positive effect on work engagement, (4) the effects of innovation and proactiveness on work engagement are significant, controlling for market-oriented culture, showing the partial mediating effect of market-oriented culture on work engagement, and (5) CEO trust moderates the relationship between risk-taking and work engagement. Theoretical and practical implications are suggested.

Suggested Citation

  • Jun-Chul Ha & Jun-Woo Lee & Jee Young Seong, 2021. "Sustainable Competitive Advantage through Entrepreneurship, Market-Oriented Culture, and Trust," Sustainability, MDPI, vol. 13(7), pages 1-14, April.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:7:p:3986-:d:529521
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