How Do Performance Shortfalls Shape on Entrepreneurial Orientation? The Role of Managerial Overconfidence and Myopia

In an era of rapid technological advancement—particularly with the accelerated development of artificial intelligence and digital technologies—entrepreneurship enables firms to dynamically adjust their strategies in response to environmental uncertainty and helps them maintain sustainable competitive advantages over time. As a key concept in entrepreneurship research, entrepreneurial orientation (EO) has long attracted scholarly attention. However, existing studies on EO have primarily focused on its specific outcomes, while insufficient attention has been paid to its antecedents from the perspective of internal threats. Under the threat of performance shortfalls, firms’ strategic choices are influenced not only by resource constraints but also by managerial cognitive biases. Drawing on Behavioral Theory of the Firm, we explore the moderating roles of managerial overconfidence and myopia in the relationship between performance shortfalls and EO. This study aims to uncover the cognitive “black box” behind why some firms are more likely to trigger entrepreneurial behavior in adverse situations. Based on panel data from 2822 A-share listed companies in China spanning the period from 2009 to 2020, and using a fixed-effects regression model, our findings indicate that both historical and social performance shortfalls have significant positive effects on EO. Further analysis reveals that the positive impact of performance shortfalls on EO is attenuated under conditions of heightened managerial overconfidence and myopia. By enriching the boundary conditions of EO from a cognitive perspective, this study provides a theoretical explanation for how firms can engage in entrepreneurial behavior under threat by reducing cognitive biases, thereby offering both theoretical and managerial insights into how firms can maintain sustainable development under crisis conditions.