Entrepreneurial orientation, firm strategy and small firm performance

Abstract

This article explores how individual entrepreneurial orientation dimensions influence the relationship between competitive strategy and firm performance. The findings show the different impacts of individual entrepreneurial orientation dimensions on competitive strategy and the effects of cost leadership and differentiation on performance. Innovativeness is related most highly to differentiation strategy. Risk-taking and competitive aggressiveness are negatively associated with both differentiation and cost leadership strategies. Both differentiation and cost leadership strategies are positively related to performance. This study refines our understanding of the effects of entrepreneurial orientation on small firm performance.