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Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance : = The Moderating Role of Organizational Learning.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance :/
其他題名:	The Moderating Role of Organizational Learning.
作者:	Mapalala, Michael James.
面頁冊數:	1 online resource (210 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9780355513097

Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance : = The Moderating Role of Organizational Learning.
Mapalala, Michael James.

Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance :The Moderating Role of Organizational Learning. - 1 online resource (210 pages)

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (Ph.D.)--Regent University, 2017.

Includes bibliographical references

Although literature has highlighted the importance of entrepreneurial orientation (EO) in stimulating the general economic development and performance and survival of individual organizations, research on the degree to which EO is related to organizational performance (OP) suffers from the following problems: (a) it has provided inconsistent results, (b) researchers have generally ignored calls for research that investigates how characteristics internal to the organization moderate this relationship, and (c) there is a general lack of research on how EO affects OP in developing countries. The current study examined the relationship between EO and OP as moderated by organizational learning (OL) with the intention of providing quantified answers to the following two research questions: Does EO positively influence OP? Does OL moderate the relationship between EO and OP? I drew on the resource-based view theory to examine this relationship. I collected survey data from 298 selected Tanzanian organizations from a variety of industries as represented by their senior managers using previously validated instruments. I used a series of moderated hierarchical multiple regression analyses to test the study's hypotheses. I found no evidence to support the generally held belief that EO is universally beneficial to OP; rather, I found evidence to suggest that the relationship between EO and OP is much more complicated than it is generally assumed, and that under certain circumstances, the five EO dimensions may vary independently, implying that entrepreneurial activity or processes could sometimes lead to desirable results on one performance dimension and undesirable results on a different performance dimension. I found evidence to suggest that different OL dimensions may have different moderating effects on the relationship between the different EO and OP dimensions. I discuss the theoretical and practical implications of this study and recommend areas for future research.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355513097Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance : = The Moderating Role of Organizational Learning.
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500 $a Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
500 $a Adviser: Bruce E. Winston.
502 $a Thesis (Ph.D.)--Regent University, 2017.
504 $a Includes bibliographical references
520 $a Although literature has highlighted the importance of entrepreneurial orientation (EO) in stimulating the general economic development and performance and survival of individual organizations, research on the degree to which EO is related to organizational performance (OP) suffers from the following problems: (a) it has provided inconsistent results, (b) researchers have generally ignored calls for research that investigates how characteristics internal to the organization moderate this relationship, and (c) there is a general lack of research on how EO affects OP in developing countries. The current study examined the relationship between EO and OP as moderated by organizational learning (OL) with the intention of providing quantified answers to the following two research questions: Does EO positively influence OP? Does OL moderate the relationship between EO and OP? I drew on the resource-based view theory to examine this relationship. I collected survey data from 298 selected Tanzanian organizations from a variety of industries as represented by their senior managers using previously validated instruments. I used a series of moderated hierarchical multiple regression analyses to test the study's hypotheses. I found no evidence to support the generally held belief that EO is universally beneficial to OP; rather, I found evidence to suggest that the relationship between EO and OP is much more complicated than it is generally assumed, and that under certain circumstances, the five EO dimensions may vary independently, implying that entrepreneurial activity or processes could sometimes lead to desirable results on one performance dimension and undesirable results on a different performance dimension. I found evidence to suggest that different OL dimensions may have different moderating effects on the relationship between the different EO and OP dimensions. I discuss the theoretical and practical implications of this study and recommend areas for future research.
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538 $a Mode of access: World Wide Web
650 4 $a Business administration. $3 1148568
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710 2 $a Regent University. $b Business and Leadership. $3 1188902
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