تاثیر گرایش کارآفرینی بین المللی بر روی انطباق استراتژیک
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|9632||2011||8 صفحه PDF||سفارش دهید|
نسخه انگلیسی مقاله همین الان قابل دانلود است.
هزینه ترجمه مقاله بر اساس تعداد کلمات مقاله انگلیسی محاسبه می شود.
این مقاله تقریباً شامل 3189 کلمه می باشد.
هزینه ترجمه مقاله توسط مترجمان با تجربه، طبق جدول زیر محاسبه می شود:
- تولید محتوا با مقالات ISI برای سایت یا وبلاگ شما
- تولید محتوا با مقالات ISI برای کتاب شما
- تولید محتوا با مقالات ISI برای نشریه یا رسانه شما
پیشنهاد می کنیم کیفیت محتوای سایت خود را با استفاده از منابع علمی، افزایش دهید.
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia - Social and Behavioral Sciences, Volume 24, 2011, Pages 571–578
The paper explores the relationship between international entrepreneurial orientation and strategic adaptation. Data was collected from owners and top managers of 114 companies operating in Kazakhstan and Kyrgyzstan. International entrepreneurial orientation was analyzed using three dimensions; innovativeness, risk-taking, and proactiveness. Strategic adaptation was measured using an instrument developed by Zajac and Shortell (1989) based on Miles and Snow's typology (1978). The study revealed that prospector organizations were more likely to have higher innovativeness, risk-taking, and proactive orientation than defenders and analyzers.
With the globalization of world economy, international entrepreneurship has become one of the most important research perspectives. To date, the bulk of research has focused on studying the nature and effect of international entrepreneurship. However, there are a few studies that have explored the relationship between international entrepreneurship and outcomes with inconclusive and contradictory results. Moreover, existing studies mostly relies on US and high-tech western firms . Similarly, little is known about how these firms remain entrepreneurial in their approach and survive after entering to new markets. The importance of these issues is that they require an overlap with strategy literature. Drawing from international entrepreneurship and strategy literature, this paper examines the impact of international entrepreneurial orientation on strategic adaptation of Turkish firms operating in two Central Asian countries, namely Kazakhstan and Kyrgyzstan. The article proceeds in the following manner. First, brief review of the literature regarding international entrepreneurial orientation and strategic adaptation will be presented. Then I develop hypothesis concerning the effect of international entrepreneurial orientation on strategic adaptation. Next, I test hypothesis using data from 114 Turkish firms operating in Kazakhstan and Kyrgyzstan. I explain in detail the data collection method and analytical procedures. Finally, I provide the research findings and discuss their managerial and theoretical implications.
نتیجه گیری انگلیسی
The primary contribution of this study to the literature on international entrepreneurship and strategy research is the investigation of the impact of the firm-level international entrepreneurial orientation on strategic adaptation. For international entrepreneurship scholars the relationship between international entrepreneurship and internationalization outcomes was far from clear.The results of this study support the existence of stable patterns of strategic adaptati on typologies and behaviors of internationalized firms according to strategies hypothesized by Miles and Snow (1978). Owner-managers in both countries adopted only tree types of strategies. Another finding of this study is that there were no respondent indicating itself as a reactor type. As predicted, international entrepreneurial orientation represented by innovativeness, risk-taking, and pro-activeness dimensions were positively and significantly correlated with strategic adaptation. This result is consistent with previous studies done in strategy literature,suggesting that firms with prospector strategic adaptation typologies are tended to be more innovative,risk taker and proactive than defender and analyzer types. Thus, prospector organizations often are the creators of change and uncertainty to which their competitors must respond.