Entrepreneurial orientation (EO) refers to specific aspects of a firm’s strategy, capturing deep-seated values, methods, and practices that guide the pursuit of new opportunities (Barringer & Bluedorn, 1999). Over the past two decades, EO has become a central construct in entrepreneurship research, with wide acceptance of its conceptual meaning and relevance for positive firm-level outcomes (Covin, Green, & Slevin, 2006). However, the fundamental assumption that firms with greater EO will show better performance has had mixed support in research to date (Wiklund & Shepherd, 2003). The confounding empirical results have provoked a series of debates, with some researchers raising questions about the role and appropriateness of EO.
In the present study, we extend the EO literature by considering organizational learning as a mediating variable between EO and firm performance. We use a panel of large firms to examine the relationship between EO, organizational learning, and performance over an extended period in a highly competitive industry. In summary, we provide a longitudinal effect of EO on performance through the mediating processes of exploratory and exploitative learning.
Gupta, Vishal K. and Dutta, Devkamal
"A LONGITUDINAL ASSESSMENT OF THE EFFECT OF ENTREPRENEURIAL ORIENTATION ON ORGANIZATIONAL LEARNING AND FIRM PERFORMANCE (SUMMARY),"
Frontiers of Entrepreneurship Research: Vol. 30
, Article 4.
Available at: http://digitalknowledge.babson.edu/fer/vol30/iss17/4