The entrepreneurial orientation (EO) construct has received considerable amount of research interest in the last decades. Several researchers have pointed out the distinctness of the construct’s dimensions of innovativeness, proactiveness, and risk-taking as well as their independent firm performance effects (Miller 1983; Covin and Slevin 1989). Lumpkin and Dess (1996) extended the number of the EO dimensions to five, by adding competitive aggressiveness and autonomy to the existing construct. At the same time they postulated that single dimensions of EO varied independently from each other in their impact on firm performance.

In the current study, we review the underlying logic of conceptualizing EO with the prevailing three dimensions versus Lumpkin and Dess’ (1996) five dimensional conceptualization. Thereby, we seek to summarize the previous findings on the multi- versus unidimensionality of the EO construct. Furthermore, with this research we aim to investigate the relationships between the single dimensions of EO as well as impact of each of the dimensions on firm performance.