The Role of Entrepreneurial Strategy-Making Dimensions towards Internet Business Performance in Malaysia
-
2018-05-22 https://doi.org/10.14419/ijet.v7i2.29.13812 -
Entrepreneurial Strategy-Making, Innovativeness, Proactiveness, Risk-Taking, Organisational Performance, Internet Business -
Internet business today is facing major transformations due mainly to increased competition, changes in consumer behaviour, and technological advancements. As Internet business is an important growth engine in Malaysia nowadays, a potential of a good entrepreneurial strategy-making (ESM) can be discovered to develop Malaysian Internet business. Besides, ESM is recognised as the driver of growth and profitability. Thus, this paper aims to develop a conceptual framework related to the role of ESM dimensions, which is the role of innovativeness, proactiveness and risk-taking towards organisational performance of Internet business in Malaysia. As such, this article includes a discussion of the background and the uniqueness of the Internet business and highlighting the role of entrepreneurial strategy-making (ESM) dimensions that have a relationship towards organisational performance of Internet business. The paper concludes with implementation of effective strategy-making that can benefit the Internet entrepreneur in future.
Â
-
References
- style='font-size:8.0pt'>
- style='mso-spacerun:yes'> ADDIN EN.REFLIST
- field-separator'>[1] OMAR CMZC, Anas T. E-commerce in Malaysia: Development, implementation and challenges. International Review of Management and Business Research. 2014;3(1):291-8.
[2] Hassan MA. Memanfaatkan teknologi maklumat & komunikasi (ICT) untuk semua: Penerbit Universiti Putra Malaysia; 2008.
[3] Lumpkin GT, Dess GG. Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of business venturing. 2001;16(5):429-51.
[4] Lumpkin GT, Dess GG. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of management Review. 1996;21(1):135-72.
[5] Dess GG, Lumpkin GT, Covin JG. Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic management journal. 1997:677-95.
[6] Van Weezel A. Entrepreneurial strategy-making mode and performance: A study of the Newspaper industry: JIBS; 2009.
[7] Covin JG, Slevin DP. Strategic management of small firms in hostile and benign environments. Strategic management journal. 1989;10(1):75-87.
[8] Miller D. The correlates of entrepreneurship in three types of firms. Management science. 1983;29(7):770-91.
[9] Gavrea C, Ilies L, Stegerean R. Determinants of organizational performance: The case of Romania. Management & Marketing. 2011;6(2):285.
[10] Mokhtar NF. Internet marketing adoption by small business enterprises in Malaysia. International Journal of Business and Social Science. 2015;6(1).
[11] Johannessen J-A, Olsen B, Lumpkin GT. Innovation as newness: what is new, how new, and new to whom? European Journal of innovation management. 2001;4(1):20-31.
[12] Varis M, Littunen H. Types of innovation, sources of information and performance in entrepreneurial SMEs. European Journal of Innovation Management. 2010;13(2):128-54.
[13] Grande J, Madsen EL, Borch OJ. The relationship between resources, entrepreneurial orientation and performance in farm-based ventures. Entrepreneurship and Regional Development. 2011;23(3-4):89-111.
[14] Dinis A, do Paco A, Ferreira J, Raposo M, Gouveia Rodrigues R. Psychological characteristics and entrepreneurial intentions among secondary students. Education+ Training. 2013;55(8/9):763-80.
[15] Najib M, Kiminami A. Innovation, cooperation and business performance: Some evidence from Indonesian small food processing cluster. Journal of Agribusiness in Developing and Emerging Economies. 2011;1(1):75-96.
[16] Arzubiaga U, Iturralde T, Maseda A. The Entrepreneurial Orientation construct, dimensions and measurement scales in the case of family firm: a literature review and some considerations. Eur J Soc Sci. 2012;33:47-60.
[17] Zellweger T, Sieger P. Entrepreneurial orientation in long-lived family firms. Small Business Economics. 2012;38(1):67-84.
[18] Hussain J, Ismail K, Akhtar CS. Linking entrepreneurial orientation with organizational performance of small and medium sized enterprises: A conceptual approach. Asian Social Science. 2015;11(7):1.
[19] Ambad SNA, Wahab KA. Entrepreneurial orientation among large firms in Malaysia: Contingent effects of hostile environments. International Journal of Business and Social Science. 2013;4(16).
[20] Sorescu AB, Chandy RK, Prabhu JC. Sources and financial consequences of radical innovation: Insights from pharmaceuticals. Journal of marketing. 2003;67(4):82-102.
[21] Day GS, Wensley R. Assessing advantage: a framework for diagnosing competitive superiority. The Journal of Marketing. 1988:1-20.
[22] Green DH, Barclay DW, Ryans AB. Entry strategy and long-term performance: Conceptualization and empirical examination. The Journal of marketing. 1995:1-16.
[23] Pérez-Luño A, Wiklund J, Cabrera RV. The dual nature of innovative activity: How entrepreneurial orientation influences innovation generation and adoption. Journal of Business Venturing. 2011;26(5):555-71.
[24] Wright P, Kroll M, Pray B, Lado A. Strategic orientations, competitive advantage, and business performance. Journal of Business Research. 1995;33(2):143-51.
[25] Casillas JC, Moreno AM. The relationship between entrepreneurial orientation and growth: The moderating role of family involvement. Entrepreneurship and Regional Development. 2010;22(3-4):265-91.
[26] Eggers F, O’Dwyer M, Kraus S, Vallaster C, Güldenberg S. The impact of brand authenticity on brand trust and SME growth: A CEO perspective. Journal of World Business. 2013;48(3):340-8.
[27] Stewart WH, Watson WE, Carland JC, Carland JW. A proclivity for entrepreneurship: A comparison of entrepreneurs, small business owners, and corporate managers. Journal of Business venturing. 1999;14(2):189-214.
[28] Covin JG, Slevin DP. A conceptual model of entrepreneurship as firm behavior. Entrepreneurship: Critical perspectives on business and management. 1991;3:5-28.
[29] Brockhaus RH. Risk taking propensity of entrepreneurs. Academy of management Journal. 1980;23(3):509-20.
[30] Li Y-H, Huang J-W, Tsai M-T. Entrepreneurial orientation and firm performance: The role of knowledge creation process. Industrial marketing management. 2009;38(4):440-9.
[31] Alegre J, Chiva R. Linking entrepreneurial orientation and firm performance: the role of organizational learning capability and innovation performance. Journal of Small Business Management. 2013;51(4):491-507.
[32] Chen HL, Hsu C-H. Entrepreneurial orientation and firm performance in non-profit service organizations: contingent effect of market orientation. The Service Industries Journal. 2013;33(5):445-66.
[33] Kreiser PM, Marino LD, Kuratko DF, Weaver KM. Disaggregating entrepreneurial orientation: the non-linear impact of innovativeness, proactiveness and risk-taking on SME performance. Small Business Economics. 2013;40(2):273-91.
[34] Lee SM, Lim S. Entrepreneurial orientation and the performance of service business. Service business. 2009;3(1):1.
[35] Wang H-K, Yen Y-F. An empirical exploration of corporate entrepreneurial orientation and performance in Taiwanese SMEs: A perspective of multidimensional construct. Total Quality Management & Business Excellence. 2012;23(9-10):1035-44.
[36] Mohammed Sanusi M. Entrepreneurial orientation and financial performance of Nigerian SMEs: the moderating role of environment: Universiti Malaysia Sarawak,(UNIMAS); 2014.
[37] Rauch A, Wiklund J, Frese M, Lumpkin GT, editors. Entrepreneurial orientation and business performance: Cumulative empirical evidence. 23rd Babson College Entrepreneurship Research Conference Glasgow, UK; 2004.
[38] Philips J. The Entrepreneurial Esquire: Entrepreneurial Climate as a Mediator Between Transformational Leadership and Performance in Law Firms. Unpublished doctoral dissertation The George Washington University. 2012.
[39] Blahová M, Knápková A, editors. Effective strategic action: from formulation to implementation. international conference of Economics, Business and Management; 2010.
- font-family:"Times New Roman","serif";mso-fareast-font-family:Batang;
- mso-ansi-language:EN-US;mso-fareast-language:KO;mso-bidi-language:AR-SA'>
- style='mso-element:field-end'>
-
How to Cite
Adam, S., & Mahadi, B. (2018). The Role of Entrepreneurial Strategy-Making Dimensions towards Internet Business Performance in Malaysia. International Journal of Engineering & Technology, 7(2.29), 524-527. https://doi.org/10.14419/ijet.v7i2.29.13812