The role of entrepreneurial orientation, organizational learning capability and service innovation in organizational performance

Can sustainable entrepreneurship be achieved through green knowledge sharing, green dynamic capabilities, and green service innovation?

Expansion of business activities comes with various environmental and natural disasters, hence agitating the economies and academia to present the counter and effective solution. Researchers also pinpointed prior that there exists a dark side of business expansion such as lacking of green innovative activities and dynamic capabilities which are creating resistance to achieve sustainability. Besides, literature also claims that green innovation is a crucial segment to achieve competitive edge that leads to sustainable entrepreneurship; however, it is not easier to be achieved as green innovation along green capabilities makes a complex network which consists of embedded partners, hence, also in dire need of green knowledge sharing as well to make the process smooth. In this lieu, the study aims to scrutinize the effectiveness of green knowledge sharing, green dynamic capabilities, and green service innovation on green entrepreneurship in the presence of gender role as a moderator. Empirical estimations calculated through PLS methodology reveal that green knowledge sharing, green dynamic capabilities, and green service innovation has a positive and significant linkage with green entrepreneurship in Vietnam. The outcomes also exposed that the male gender role significantly moderates the said relationship in Vietnam. Findings confirm that adoption sustainability practices such as green knowledge sharing, innovation, and dynamic capabilities are helpful to fulfill sustainable entrepreneurship demand; hence, further research is needed to extend the framework along with existing concepts.

Uncertainty and information causality in opportunity-as-artefact driving entrepreneurial actions

Purpose

Entrepreneurs prioritise and act on purposeful endeavours instigated to actions by the visions of profits and benefits in the perceived opportunities. In the state of maximum entropy, with disorderliness and disequilibrium, entrepreneurs select the preferred pathway, through the profit-sensing mechanism, with the best probability of success to bet on. Therefore, this paper unpacks the forces at work in the mechanism to explain how entrepreneurs respond to opportunity and interpret the signals to coalesce into organised actions.

Design/methodology/approach

This research is primarily a conceptual paper on entrepreneurial action and the mechanism leading to that action. It refers to thermodynamic principles and biological cases to explain the forces at work using mostly analogical comparisons and similarities.

Findings

This paper aims to present an alternative theoretical scaffolding for entrepreneurship researchers to explore non-rational entrepreneurial behaviours and actions in uncertain, unstable and non-equilibrium environments, thereby creating new and competing hypotheses under the backdrop of adaptive evolution and thermodynamics phenomena.

Research limitations/implications

The discussion featuring instinctively and naturally forming responses cannot fully explain the real entrepreneurial action as there is an element of free will and choices that are not discussed. While strategic choice and free-will shape decisions, they are preceded first by the attraction of the gradients and the biased motion in the direction of profit-attractant.

Practical implications

There remain essential links and issues not addressed in this “natural science”, constituting life science and physical science, oriented entrepreneurship research and exploration. Conceptualising opportunity-as-artefact and entrepreneurship as design, significant incidences of entrepreneurial actions can be explained by the presence of gradients stimulating entrepreneurial actions.

Social implications

This viewpoint of information causality in opportunity-as-artefact casts a new look at the venerable question of what causes entrepreneurial actions. Shane and Venkataraman brought into focus this conversation, initiating the conceptual definition of opportunity. To have entrepreneurship, entrepreneurial opportunities must come first. Figuring the signals arising from these opportunities and cueing entrepreneurs to action is the main focus of this study.

Originality/value

Considering the “mechanism” at work and the thermodynamical forces at play, the entrepreneurial design process appears to hold considerable promise for future research development.

The Roles of Top Management Team Innovation Orientation and Institutional Support on Organisational Learning and Innovation Performance

Through the upper echelons and institutional theories, this study examines how top management team (TMT) innovation orientation and institutional support facilitate organisational learning and pave the way for innovation performance. A hierarchical regression analysis was conducted using 552 entrepreneurial enterprises in mainland China. Our findings indicate that TMT innovation orientation positively mediates the relationship between organisational learning and innovation performance. Likewise, we found that institutional support positively moderates the relationship between organisational learning and TMT innovation orientation. The implications draw TMTs’ attention to consider enriching their innovation orientation by leveraging institutional support for their organisational learning and explorative and exploitative innovation performance. Lastly, government-tailored policies are essential to augment TMT innovation orientation to benefit their organisational learning and innovation performance.

A Strategic Double-Loop Learning Method for Organisational Decision-Making toward Servitisation

In recent years, manufacturing industries have been expected to achieve servitisation—namely, a shift from product sales to product-service systems—in order to achieve sustainable production and consumption patterns. In order to achieve servitisation, manufacturing firms should grasp the business environment and encourage organisational learning to develop the knowledge for servitisation in their environment. The existing knowledge management studies enable the empirical acquisition and reuse of knowledge from past case studies and make efforts to support organisational learning. However, they do not cover the guiding of firms engaged in servitisation to learn appropriately for their business environment. The learning required for manufacturing firms engaged in servitisation is learning that focuses on questioning and modifying existing product-oriented premises—double-loop learning. This paper proposes a method to support strategic double-loop learning within manufacturing companies engaged in servitisation. This method evaluates the compatibility between the implicit premises that manufacturers refer to as the rationale for their decision toward servitisation and the external environment and enables to formulate a practical strategy for double-loop learning. The proposed method was applied to the case of a cassette tape music player to demonstrate its usefulness. This study suggests theoretical foundations for future research into knowledge management for traditional manufacturing companies’ decisions concerning servitisation, and suggests that these should be carried out dynamically according to the business environment.