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- Entrepreneurial orientation (2)
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- Animacy (1)
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- Context (1)
- Cook’s distance (1)
- Cooperative networks (1)
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- Dominant logic (1)
- Dynamic decision making (1)
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- Firm performance (1)
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- JEMI_2013_Vol_9_Issue_3 (1)
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- Learning orientation (1)
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- Microenterprises. (1)
- Organizational culture (1)
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Articles 1 - 4 of 4
Full-Text Articles in Business
Towards The Definition Of A Tourism Cluster, Magdalena Kachniewska
Towards The Definition Of A Tourism Cluster, Magdalena Kachniewska
Journal of Entrepreneurship, Management and Innovation JEMI
The concept of tourism clusters is becoming central within the tourism development planning process and the EU perceives cluster arrangements as the preferred form of introducing innovations in different economic fields, including tourism. The Polish Tourism Organization (POT) is to launch the subprogram aimed at the commercialization of the tourism product and intensification of SMEs’ integration processes (vertical and horizontal ones), which shall boost the innovativeness of Polish tourism regions and enterprises. The main purpose of this article is to find rationale for tourism cluster formation in Polish TDAs and to formulate the definition and main attributes of the tourism …
Context And Animacy Play A Role In Dynamic Decision-Making, Magda Osman, Alexandros Ananiadis-Basias
Context And Animacy Play A Role In Dynamic Decision-Making, Magda Osman, Alexandros Ananiadis-Basias
Journal of Entrepreneurship, Management and Innovation JEMI
Perception, judgment, and reasoning are all processes that are sensitive to cues to animacy (i.e. the presence of signals that indicate an object behaves as if it has intentions and internal goals). The present study investigated the following question: Does animacy facilitate decision-making in a dynamic control system? To address this, the present study used a dynamic decision-making task and compared behavior in four different contexts (Abstract, Animate-Social, Inanimate-Social, Inanimate- Non-social). Participants were randomly allocated to one of these contexts, and in each version they were required to learn to manipulate variables in order to bring the dynamic system to …
Entrepreneurial Orientation In Mexican Microenterprises, Héctor Montiel Campos, Luis S. Alvarado Acuña, José Pablo Nuño De La Parra, Francisco A. Aguilar Valenzuela
Entrepreneurial Orientation In Mexican Microenterprises, Héctor Montiel Campos, Luis S. Alvarado Acuña, José Pablo Nuño De La Parra, Francisco A. Aguilar Valenzuela
Journal of Entrepreneurship, Management and Innovation JEMI
Over the past 30 years research on Entrepreneurship Orientation (EO) has provided valuable information regarding strategy, entrepreneurship and aspects of performance at the firm-level. In the entrepreneurial universe, microenterprises play a very special role in the business context of the economy. However, they have not been relatively present in the EO research. This paper studies the EO-performance relationship in a group of microenterprises in Mexico and includes the Dominant Logic (DL) as a variable that moderates this relationship. The results indicate that risk taking, proactiveness and competitive aggressiveness variables from the EO influence the microenterprise performance. In addition, the external …
Determinants, Moderators And Consequences Of Organizational Interaction Orientation, Christian Hoops, Michael Bücker
Determinants, Moderators And Consequences Of Organizational Interaction Orientation, Christian Hoops, Michael Bücker
Journal of Entrepreneurship, Management and Innovation JEMI
Interaction orientation reflects the ability of a company to interact with the individual customer and to gather information from successful interactions. Four dimensions of interaction orientation are identified in the literature: customer concept, interaction response capacity, customer empowerment and customer value management (Ramani and Kumar, 2008). This study shows that indeed a fifth dimension of interaction orientation exists and investigates the determinants, moderators and consequences of this construct. The first notable finding is that B2B companies exhibit a greater degree of interaction orientation than B2C firms. Ramani and Kumar hypothesized that in their study. We show that there are B2C …