Journal
ENTREPRENEURSHIP THEORY AND PRACTICE
Volume 41, Issue 6, Pages 883-908Publisher
SAGE PUBLICATIONS INC
DOI: 10.1111/etap.12235
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Funding
- National Natural Science Foundation of China (NSFC) [71532005, 71572016, 71202144]
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Most entrepreneurial orientation (EO)-performance research focuses on identifying organizational-level contingent factors in developed countries. In this study, we advance EO research by examining how CEO self-enhancing and self-transcending values shape the relationship between EO and performance, differentially, in Chinese state-owned enterprises vs. nonstate-owned enterprises. Supporting self-concern and other-orientation theory, our sample of 148 manufacturing firms in the chemical industry in Eastern China indicates that the EO-performance relationship is stronger for high self-enhancing CEOs in state-owned enterprises, whereas the focal link is stronger for low self-enhancing CEOs in nonstate-owned enterprises.
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