Andreea Mitan, Elena-Mădălina Vătămănescu, Violeta-Mihaela Dincă and Mihai-Alexandru Ghigiu
This article explores the connections between the entrepreneur's global mindset and entrepreneurial motivation in the quest for determining the underlying relationships among…
Abstract
Purpose
This article explores the connections between the entrepreneur's global mindset and entrepreneurial motivation in the quest for determining the underlying relationships among these constructs. The aim of the study resides in the advancement of various entrepreneurial profiles which imply specific configurations of the global mindset and motivational drivers, by also covering their correlations with the business outcomes.
Design/methodology/approach
Data were collected in 2022 from over 100 entrepreneurs operating in the Romanian SMEs sector, using a questionnaire-based survey.
Findings
The results posit that at least three statistically relevant clusters can be observed in the studied population, stemming from the particularities of the entrepreneurs' global mindset. The findings reveal that the levels of development of the entrepreneur's social capital, psychological capital and intellectual capital are linked to different entrepreneurial motivations and impact the company in specific manners.
Practical implications
The research offers useful cues to the entrepreneurs for identifying prospective partners for their local or cross-border operations.
Originality/value
The results foster a new topical framework for discussion on the motivational configurations of entrepreneurs and the global mindset.
Details
Keywords
Elena-Mădălina Vătămănescu, Andreea Mitan, Andreia Gabriela Andrei and Alexandru Mihai Ghigiu
The present study aims to tackle SMEs (small and medium-sized enterprises) managers' awareness of coopetition benefits underpinning the process of knowledge sharing with a view to…
Abstract
Purpose
The present study aims to tackle SMEs (small and medium-sized enterprises) managers' awareness of coopetition benefits underpinning the process of knowledge sharing with a view to achieve innovative performance. The scrutiny of coopetition is placed within the context of SMEs strategic networks, which foster a fertile ground for competitive knowledge sharing and direct collaboration among members.
Design/methodology/approach
In total, 102 top managers and business owners of European steel SMEs were questioned regarding various issues related to coopetition, knowledge, collaboration and innovative performance strategies. The collected data were analyzed via the technique of partial least squares structural equation modeling (PLS-SEM).
Findings
The obtained values confirm that intense competition in the field stimulates SMEs to become aware of the benefits of coopetition. This awareness directly influences the innovative performance of the SMEs, as well as their interest in competitive knowledge sharing and their willingness to engage in direct collaboration. Direct collaboration catalyzes more intense competitive knowledge sharing at the inter-unit level whereas both direct collaboration and competitive knowledge sharing lead to better innovative performance in the case of the studied steel SMEs.
Research limitations/implications
A key theoretical contribution resides in revealing the influence of manifold factors in the overall equation of innovative performance, integrating competition, coopetition and knowledge sharing as antecedents.
Originality/value
The research advances a phenomenological view on SMEs networks in their strategy to leverage competitive knowledge and enhance system-driven innovation.