Research

The moderating impact of internal social exchange processes on the entrepreneurial orientation-performance relationship


Reference:

De Clercq, D., Dimov, D. and Thongpapanl, N. (T.), 2010. The moderating impact of internal social exchange processes on the entrepreneurial orientation-performance relationship. Journal of Business Venturing, 25 (1), pp. 87-103.

Related documents:

[img]
Preview
PDF (Author's accepted version) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Download (1222kB) | Preview

    Official URL:

    http://dx.doi.org/10.1016/j.jbusvent.2009.01.004

    Abstract

    This paper applies a social exchange perspective to understand the internal contingencies of the relationship between entrepreneurial orientation (EO) and performance. It focuses on two aspects of social interactions among functional managers (procedural justice and trust), as well as on their organizational commitment, as potential enhancements to the firm's successful exploitation of entrepreneurial opportunities. A study of 232 Canadian-based firms finds several positive moderating effects: The EO-performance link is stronger for higher levels of procedural justice, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the EO-performance relationship is stronger when the organization's social context comes closer to an "ideal" configuration of procedural justice, trust, and organizational commitment that is most conducive to knowledge exchange within the organization. The study's implications and future research directions are discussed.

    Details

    Item Type Articles
    CreatorsDe Clercq, D., Dimov, D. and Thongpapanl, N. (T.)
    DOI10.1016/j.jbusvent.2009.01.004
    DepartmentsSchool of Management
    Publisher StatementDimov_J_Business_Venturing_2010_25_1_87.pdf: NOTICE: this is the author’s version of a work that was accepted for publication in Journal of Business Venturing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Venturing, vol 25, issue 1, 2010, DOI 10.1016/j.jbusvent.2009.01.004
    RefereedYes
    StatusPublished
    ID Code32468

    Export

    Actions (login required)

    View Item

    Document Downloads

    More statistics for this item...