Balancing entrepreneurial and learning orientations: A meta-analytic approach to understanding performance variability

verifiedthin profile · Journal of Business Venturing Insights · 2023

Sinha, Kanhaiya K.; Steel, Piers; Saunders, Chad; Fariborzi, Hadi

10.1016/j.jbvi.2023.e00415 · CrossRef: verified

How this was studied

paradigm: positivistpurpose: explanatory causaldesign: meta analytic synthesisidentification: nonetime: cross sectionaldata: quantitative survey

A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.

analysis: meta analysis · validity (validity): internal addressed · external addressed · construct addressed · statistical addressed · classifier confidence 0.9

What this article reports

The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.

entrepreneurial orientationorganizational performance

r = 0.27 · k=418 · grade B · unverified

Models this article informs

The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.

In the authors’ words

The article’s own abstract.

The entrepreneurial orientation (EO)-performance correlation varies across firms, traditionally attributed to external moderators. This study introduces a novel perspective, examining the EO and learning orientation (LO) correlation as an internal moderator on the EO-performance relationship. Our meta-analysis of 418 samples from 400 studies and a total of 129,695 firms, reveals a strong positive association between EO and LO, indicating their synergistic potential. The combined effects of EO and LO on performance were found to be significantly greater than their individual impacts. Furthermore, the correlation between EO and LO significantly influences the EO-performance relationship, suggesting that firms with high levels of both EO and LO exhibit higher performance variability. With the right balance between EO and LO, the EO-performance relationship can be almost doubled, providing a strategic lever for managers to enhance firm performance. • Variability in the EO-performance correlation is explained using effects of EO and LO on performance. • Meta-analysis of 418 samples from 400 studies and a total of 129,695 firms. • Managers balancing EO and LO s can almost double the strength of the EO-performance relationship.

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