Search results

This study aims to explain the effect of entrepreneurial orientation (EO) dimensions on firms’ export performance. The study has considered three dimensions of EO: innovativeness, proactiveness and risk-taking. Export performance has been measured through multifaceted determinants: financial, strategic and satisfaction levels of exporting firms.

To explain the association between such determinants, qualitative face-to-face, in-depth interviews were conducted with the respondents from the apparel manufacturing companies of Bangladesh. The study has also applied a content analysis technique to explore and triangulate the descriptions of EO dimensions on performance.

The research results reveal that EO has a meaningful explanation of export performance from the lived experience of the respondents. The study has also found frequent explanations and indicators about the association of innovativeness and proactiveness on export performance, but the risk-taking dimension has revealed no effects.

The research has different implications on theoretical, managerial and policy-making aspects of EO and export performance. Nevertheless, the findings are based on the opinions of a small sample of entrepreneurs and high-level managers. Thus, it is important to test the generalizability of these findings in future research using a larger sample.

This study indicated product, process and market creation innovativeness. Risks related to product innovation, new market entry and politics are considered for risk-taking measures, while proactive innovation, technology and new market searching are used for measuring proactiveness. Additionally, multifaceted performance determinants have been applied to evaluate export performance. Hence, this study is a unique qualitative analysis with important theoretical, practical and methodological implications.

The purpose of this study is to examine the implementation of human resource management (HRM) practices that facilitate innovation in the public sector in a developing country.

Qualitative method was engaged whereby a semi-structured interview was conducted to get the responses of two groups of employees which are top management and executive in two types of public organizations which are awarded and non-awarded. The collected data was later analyzed thematically.

The results show that there are differences and similarities among the public agencies in terms of their implementation of HRM practices that facilitate innovation. Apparently, the awarded public agencies do follow HRM practices that really facilitate innovation such as local training, provide more types of rewards to their employees and set a higher minimum level of innovation in their performance evaluation.

This research confines only 10 public agencies in Malaysia. Future studies might want to include a larger sample size to make the findings more extensive. It also would be interesting to know different approaches in HRM implemented in the private organizations as well as to examine their influences on performance and other organizational factors.

Good and fair HRM practices such as training, reward and performance appraisal practices that focus on innovation facilitate and produce more innovative employees and organization innovation. Thus, public managers should implement them to a higher extent.

To the best of the authors’ knowledge, this is the first study that aims to engage the qualitative method in understanding how HRM practices can facilitate innovation in a developing country.