The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

Corporate entrepreneurship seems to many entrepreneurship scholars a contradiction in terms. This paper represents an attempt to bridge that gap. This is done by, first, reviewing the literature on entrepreneurship, trying to summarize it in a few major themes. Second, a view of entrepreneurship is proposed that facilitates the application of the previous findings to the field of corporate entrepreneurship. Finally, a series of propositions are developed, as instances of the kind of research that can be pursued by following the proposed approach.

A Paradigm of Entrepreneurship: Entrepreneurial Management *

This is a study in industrial sociology; it a partial report, to be followed by another, of an investigation of singel factory seen in the light of Max Weber's theory of bureacracy.

Patterns of Industrial Bureaucracy.

http://directory.umm.ac.id/Data%20Elmu/jurnal/J-a/Journal%20of%20Economic%20Psychology/Vol20.Issue5.Oct1999/720.pdf

A review and meta-analysis of country-of-origin research

The literature of small business and entrepreneurship is explored. It is established that, although there is an overlap between entrepreneurial firms and small business firms, they are different entities. Using the 1934 work of Schumpeter and recognizing the additions to the field of current writers, a conceptual framework is established for the differentiation of entrepreneurs from small business owners.

Differentiating Entrepreneurs from Small Business Owners: A Conceptualization

The text is intended for the undergraduate course in entrepreneurship and has been designed to instruct students on how to formulate, plan, and implement a new venture. Students are exposed to detailed descriptions of 'how to' embark on a new venture in a logical manner.

Entrepreneurship: Starting, Developing, and Managing a New Enterprise

Establishing a new business venture unit within a firm

When an organization tries to realize better its central mission, it is often important to maintain both line and staff units' integration with the central mission while flexibly and innovatively responding to evolving and changing external markets and environments. However, internal flexibility/innovation and integration needs often conflict. Thus, how to resolve these conflicting needs becomes somewhat of a dilemma (Lorsch and Allen, 1973; Nielsen, 1981, 1983d).

Intrapreneurship strategy for internal markets — corporate, non‐profit and government institution cases

Market information scanning activities and growth in new ventures: A comparison of service and manufacturing businesses

Frequency of use of a product and market context offer new perspectives for selecting the superior segmentation correlate.

Michael P. Peters

Papers

Entrepreneurship: Starting, Developing, and Managing a New Enterprise

Establishing a new business venture unit within a firm

Intrapreneurship strategy for internal markets — corporate, non‐profit and government institution cases

Market information scanning activities and growth in new ventures: A comparison of service and manufacturing businesses

Selecting the Superior Segmentation Correlate