The Role of Entrepreneurial Strategy-Making Dimensions towards Internet Business Performance in Malaysia

 
 
 
  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract


    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.

     


  • Keywords


    Entrepreneurial Strategy-Making; Innovativeness; Proactiveness; Risk-Taking; Organisational Performance; Internet Business

  • References


    1. [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.


 

View

Download

Article ID: 13812
 
DOI: 10.14419/ijet.v7i2.29.13812




Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.