Perceived Technological Innovativeness, Entrepreneurial Proactiveness, and Performance in Established Women-Led Companies
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Apr 1, 2024
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Abstract
The contribution of women as corporate executives to their companies’ entrepreneurial outcomes is significant, as they can often enhance critical aspects of organizational innovativeness and proactiveness. This research investigated the effect of perceived technological innovativeness (PTI) on perceived entrepreneurial proactiveness (PEP) and, subsequently, the effect of PEP on the perceived company performance (PCP) of established firms with females in their top management teams. An examination of a judgmental sample of 83 female executives employed in Greek firms with over €10 million annual turnover showed that PTI had a significant and positive effect on PEP, and subsequently, PEP had a significant and positive effect on PCP. Apart from corroborating existing literature about the positive impact of entrepreneurial proactiveness on company performance, the study indicated that, according to the perceptions of female executives, entrepreneurial proactiveness acts as a bridge between technological innovativeness and company performance. Thus, it appeared that when a company is characterized by (or fosters the advancement of) technological innovativeness, it encourages creative thinking and focuses on opportunity identification and exploitation. This proactive approach to technological innovativeness enables the organization to improve its performance by staying ahead of its competitors, adapting to the dynamic environment, anticipating future market trends and exploiting opportunities.
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[4] Brown, J. D. (2011). Likert items and scales of measurement. Statistics, 15(1), 10-14. https://hosted.jalt.org/test/bro_34.htm
[5] Covin, J.G., Eggers, F., Kraus, S., Cheng, C.F., & Chang, M.L. (2016). Marketing-related resources and radical innovativeness in family and non-family firms: A configurational approach. Journal of Business Research, 69(12), 5620-5627. https://doi.org/10.1016/j.jbusres.2016.03.069
[6] Covin, J.G., & Slevin, D.P. (1989). Strategic Management of Small Firms in Hostile and Benign Environments. Strategic Management Journal, 10(1), 75-87. https://doi.org/10.1002/smj.4250100107
[7] Craig, J.B., Pohjola, M., Kraus, S., & Jensen, S.H. (2014). Exploring relationships among proactiveness, risk‐taking and innovation output in family and non‐family firms. Creativity and Innovation Management, 23(2), 199-210. https://doi.org/10.1111/caim.12052
[8] Dess, G.G., & Lumpkin, G.T. (2005). The role of entrepreneurial orientation in stimulating effective corporate entrepreneurship. Academy of Management Perspectives, 19(1), 147-156. https://doi.org/10.5465/ame.2005.15841975
[9] Dezső, C.L., Ross, D.G., & Uribe, J. (2016). Is there an implicit quota on women in top management? A large‐sample statistical analysis. Strategic Management Journal, 37(1), 98-115. https://doi.org/10.1002/smj.2461
[10] Engelen, A., Kube, H., Schmidt, S., & Flatten, T. C. (2014). Entrepreneurial orientation in turbulent environments: The moderating role of absorptive capacity. Research Policy, 43(8), 1353-1369. https://doi.org/10.1016/j.respol.2014.03.002
[11] Fadda, N. (2018). The effects of entrepreneurial orientation dimensions on performance in the tourism sector. New England Journal of Entrepreneurship, 21(1), 22-44. https://doi.org/10.1108/NEJE-03-2018-0004
[12] García-Morales, V.J., Ruiz-Moreno, A., & Llorens-Montes, F.J. (2007). Effects of technology absorptive capacity and technology proactivity on organizational learning, innovation and performance: An empirical examination. Technology Analysis & Strategic Management, 19(4), 527-558. https://doi.org/10.1080/09537320701403540
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[15] Hideg, I., & Shen, W. (2019). Why still so few? A theoretical model of the role of benevolent sexism and career support in the continued underrepresentation of women in leadership positions. Journal of Leadership & Organizational Studies, 26(3), 287-303. https://doi.org/10.1177/1548051819849006
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[17] Ivanović, D., Simović, V., Domazet, I., & Antonijević, M. (2021). Average Matching Levels for Two DigComp Competence Areas of the Female Entrepreneurs in Serbia. Journal of Women’s Entrepreneurship and Education, (3-4), 42-60. https://doi.org/10.28934/jwee21.34.pp42-60
[18] Jackson, D.L. (2003). Revisiting sample size and number of parameter estimates: Some support for the N: q hypothesis. Structural Equation Modeling, 10(1), 128-141. https://doi.org/10.1207/S15328007SEM1001_6
[19] Jalali, A., Abhari, S., & Jaafar, M. (2022). Indirect effect of extra-industry network and innovativeness on performance through proactiveness. Journal of Facilities Management, ahead-of-print. https://doi.org/10.1108/JFM-02-2022-0019
[20] Jeong, S.H., & Harrison, D.A. (2017). Glass breaking, strategy making, and value creating: Meta-analytic outcomes of women as CEOs and TMT members. Academy of Management Journal, 60(4), 1219-1252. https://doi.org/10.5465/amj.2014.0716
[21] Kim, H.Y. (2013). Statistical notes for clinical researchers: assessing normal distribution (2) using skewness and kurtosis. Restorative Dentistry & Endodontics, 38(1), 52-54. https://doi.org/10.5395%2Frde.2013.38.1.52
[22] Kline, R.B. (2023). Principles and Practice of Structural Equation Modeling (5th ed). Guilford publications.
[23] Knapp, T. R. (1990). Treating ordinal scales as interval scales: an attempt to resolve the controversy. Nursing Research, 39(2), 121-123. https://journals.lww.com/nursingresearchonline/Citation/1990/03000/Treating_Ordinal_Scales_as_Interval_Scales__An.19.aspx
[24] Knight, G.A., & Cavusgil, S.T. (2004). Innovation, organizational capabilities, and the born-global firm. Journal of International Business Studies, 35, 124-141. https://doi.org/10.1057/palgrave.jibs.8400071
[25] Kraus, S., Rigtering, J.C., Hughes, M., & Hosman, V. (2012). Entrepreneurial orientation and the business performance of SMEs: a quantitative study from the Netherlands. Review of Managerial Science, 6, 161-182. https://doi.org/10.1007/s11846-011-0062-9
[26] Kreiser, P.M., & Davis, J. (2010). Entrepreneurial orientation and firm performance: The unique impact of innovativeness, proactiveness, and risk-taking. Journal of Small Business & Entrepreneurship, 23(1), 39-51. https://doi.org/10.1080/08276331.2010.10593472
[27] Kreiser, P.M., Marino, L.D., Kuratko, D.F., & Weaver, K.M. (2013). Disaggregating entrepreneurial orientation: the non-linear impact of innovativeness, proactiveness and risk-taking on SME performance. Small Business Economics, 40, 273-291. https://doi.org/10.1007/s11187-012-9460-x
[28] Krishnan, H. A., & Park, D. (2005). A few good women—on top management teams. Journal of Business Research, 58(12), 1712-1720. https://doi.org/10.1016/j.jbusres.2004.09.003
[29] Liem, N.T., Khuong, N.V., & Khanh, T.H.T. (2019). Firm constraints on the link between proactive innovation, open innovation and firm performance. Journal of Open Innovation: Technology, Market, and Complexity, 5(4), 88. https://doi.org/10.3390/joitmc5040088
[30] Lin, H.C., & Shih, C.T. (2008). How Executive SHRM System Links to Firm Performance: The Perspectives of Upper Echelon and Competitive Dynamics. Journal of Management, 34(5), 853-881. https://doi.org/10.1177/0149206308318612
[31] Liu, G., Ko, W.W.J., Ngugi, I., & Takeda, S. (2017). Proactive entrepreneurial behaviour, market orientation, and innovation outcomes: A study of small-and medium-sized manufacturing firms in the UK. European Journal of Marketing, 51(11/12), 1980-2001. https://doi.org/10.1108/EJM-11-2016-0663
[32] Livas, C., Theofanidis, F., & Karali, N. (2023). Consumer sentiment toward international activist advertising. Innovative Marketing, 19(2), 250-260. https://doi.org/10.21511/im.19(2).2023.20
[33] Luanglath, N., Ali, M., & Mohannak, K. (2019). Top management team gender diversity and productivity: the role of board gender diversity. Equality, Diversity and Inclusion: An International Journal, 38(1), 71-86. https://doi.org/10.1108/EDI-04-2018-0067
[34] Lumpkin, G.T., & Dess, G.G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135-172. https://doi.org/10.5465/amr.1996.9602161568
[35] Lumpkin, G.T. & Dess, G.G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of Business Venturing, 16(5), 429-451. https://doi.org/10.1016/S0883-9026(00)00048-3
[36] Lyngsie, J., & Foss, N. J. (2017). The more, the merrier? Women in top‐management teams and entrepreneurship in established firms. Strategic Management Journal, 38(3), 487-505. https://doi.org/10.1002/smj.2510
[37] Moreno-Gómez, J., Lafuente, E., & Vaillant, Y. (2018). Gender diversity in the board, women’s leadership and business performance. Gender in Management: An International Journal, 33(2), 104-122. https://doi.org/10.1108/GM-05-2017-0058
[38] Morris, M.H., & Paul, G.W. (1987). The relationship between entrepreneurship and marketing in established firms. Journal of Business Venturing, 2(3), 247-259. https://doi.org/10.1016/0883-9026(87)90012-7
[39] Muindi, K., & Masurel, E. (2022). Entrepreneurial Orientation and Entrepreneurial Performance among Female Entrepreneurs: Empirical Evidence from Kenya. Journal of Women’s Entrepreneurship and Education, (3-4), 7-26. https://doi.org/10.28934/jwee22.34.pp1-26
[40] Perryman, A.A., Fernando, G.D., & Tripathy, A. (2016). Do gender differences persist? An examination of gender diversity on firm performance, risk, and executive compensation. Journal of Business Research, 69(2), 579-586. https://doi.org/10.1016/j.jbusres.2015.05.013
[41] Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., & Podsakoff, N.P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. https://psycnet.apa.org/doi/10.1037/0021-9010.88.5.879
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