Entrepreneurial orientation, CEO power and firm performance: An upper echelons theory perspective

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dc.authorid0000-0002-9119-3252
dc.contributor.authorSaiyed, Abrar Ali
dc.contributor.authorTatoğlu, Ekrem
dc.contributor.authorAli, Salman
dc.contributor.authorDutta, Dev K.
dc.contributor.authorTatoğlu, Ekrem
dc.contributor.otherYönetim Bilimleri Fakültesi, İşletme Bölümü
dc.date.accessioned2023-04-18T11:32:41Z
dc.date.available2023-04-18T11:32:41Z
dc.date.issued2023
dc.departmentİHÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü
dc.description.abstractPurpose – Adopting insights from the upper echelons theory, this study aims to investigate the relationship between entrepreneurial orientation (EO) and firm performance under the contingent influence of chief executive officer (CEO) power. Design/methodology/approach – Data were collected from a sample of large publicly-traded Indian software firms using the Prowess Database of Center for Monitoring Indian Economy (CMIE). Panel data regression analysis was used to test the study’s hypotheses. Findings – The results indicate that EO has an inverted U-shaped relation with firm performance. Strong support is also found for a negative moderating influence of CEO power on the inverted U-shaped relationship between EO and firm financial performance, suggesting that powerful CEOs eventually harm entrepreneurial firms. Practical implications – The study encourages firms to have entrepreneurship orientation, but at a moderate level, to get the maximum benefit of EO. The study also explains to managers to what extent CEO power drives EO. Originality/value – The study contributes to the intersection of corporate entrepreneurship and upper echelons theory. The study shows that CEO power negatively affects the EO and firm’s performance relationship. This study holds important insights for managers of entrepreneurial firms, especially in international contexts and emerging markets.
dc.identifier.citationSaiyed, A. A., Tatoğlu, E., Ali, S. ve Dutta, D. K. (2023). Entrepreneurial orientation, CEO power and firm performance: An upper echelons theory perspective. Management Decision. http://doi.org/10.1108/MD-05-2022-0641
dc.identifier.doi10.1108/MD-05-2022-0641
dc.identifier.issn0025-1747
dc.identifier.scopus2-s2.0-85152044767
dc.identifier.scopusqualityQ1
dc.identifier.urihttp://doi.org/10.1108/MD-05-2022-0641
dc.identifier.urihttps://hdl.handle.net/20.500.12154/2204
dc.identifier.wosqualityQ3
dc.indekslendigikaynakScopus
dc.indekslendigikaynakWeb of Science
dc.institutionauthorTatoğlu, Ekrem
dc.institutionauthorid0000-0002-9119-3252
dc.language.isoen
dc.publisherEmerald Publishing
dc.relation.ispartofManagement Decision
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.subjectEntrepreneurial Orientation
dc.subjectFirm Performance
dc.subjectUpper Echelons Theory
dc.subjectCEO Power
dc.subjectEmerging Markets
dc.subjectIndia
dc.titleEntrepreneurial orientation, CEO power and firm performance: An upper echelons theory perspective
dc.typeArticle
dspace.entity.typePublication
relation.isAuthorOfPublication29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isAuthorOfPublication.latestForDiscovery29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isOrgUnitOfPublicationc9253b76-6094-4836-ac99-2fcd5392d68f
relation.isOrgUnitOfPublication.latestForDiscoveryc9253b76-6094-4836-ac99-2fcd5392d68f

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