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Proactiveness, competitive aggressiveness and autonomy: A comparative study from the Czech Republic

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dc.title Proactiveness, competitive aggressiveness and autonomy: A comparative study from the Czech Republic en
dc.contributor.author Rahman, Ashiqur
dc.contributor.author Civelek, Mehmet
dc.contributor.author Kozubíková, Ludmila
dc.relation.ispartof Equilibrium-Quarterly Journal of Economics and Economic Policy
dc.identifier.issn 1689-765X Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2016
utb.relation.volume 11
utb.relation.issue 3
dc.citation.spage 631
dc.citation.epage 650
dc.type article
dc.language.iso en
dc.publisher Institute of Economic Research- Poland
dc.identifier.doi 10.12775/EQUIL.2016.028
dc.relation.uri https://www.ceeol.com/search/article-detail?id=459557
dc.subject entrepreneurial orientation en
dc.subject micro enterprises en
dc.subject small and medium enterprises en
dc.description.abstract The purpose of this comparative study is to explore the differences in the entrepreneurial orientation (EO) between micro versus small and medium enterprises (SMEs). We have selected three dimensions of EO (proactiveness, competitive aggressiveness and autonomy) for our analysis. We have analyzed the data collected from 1141 respondents during the period of 2015 from 14 regions of the Czech Republic, which consists of 740 micro firms and 401 small and medium firms. Empirical results of our paper show significant differences between micro versus small and medium enterprises in terms of proactiveness and autonomy. However, we can only partially confirm that micro firms are statistically different from the SMEs in terms of competitive aggressiveness. Thus, our paper enables better understanding of the EO from the firm size perspective, when they have different levels of resources. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1007402
utb.identifier.obdid 43875035
utb.identifier.wok 000399976900010
utb.source j-wok
dc.date.accessioned 2017-09-08T12:14:52Z
dc.date.available 2017-09-08T12:14:52Z
dc.description.sponsorship Internal Grant Agency of FaME TBU [IGA/FaME/2015/025]
dc.rights Attribution 4.0 International
dc.rights.uri http://creativecommons.org/licenses/by/4.0/
dc.rights.access openAccess
utb.contributor.internalauthor Rahman, Ashiqur
utb.contributor.internalauthor Civelek, Mehmet
utb.contributor.internalauthor Kozubíková, Ludmila
utb.fulltext.affiliation Ashiqur Rahman, Mehmet Civelek, Ludmila Kozubíková∗ Tomas Bata University in Zlin, Czech Republic ∗ Contact: rahman@fame.utb.cz, civelek@fame.utb.cz, kozubikova@fame.utb.cz, Department of Enterprise Economics, Faculty of Man-agement and Economics, Tomas Bata University in Zlin, Mostní 5139, 760 01 Zlin, Czech Republic
utb.fulltext.dates Date of submission: January 24, 2016; date of acceptance: June 9, 2016
utb.fulltext.references Aldrich, H. E., & Auster, E. R. (1986). Even Dwarfs Started Small: Liabilities of Age and Size and Their Strategic Implications. Research in Organizational Behavior, 8. Allen, R., Helms, M., Takeda, M., & White, C. (2006). A Comparison of Competitive Strategies in Japan and the United States. SAM Advanced Management Journal, 71(1). Anderson, B. S., & Eshima, Y. (2013). The Influence of Firm Age and Intangible Resources on the Relationship Between Entrepreneurial Orientation and Firm Growth Among Japanese SMEs. Journal of Business Venturing, 28. DOI: http://dx.doi.org/10.1016/j.jbusvent.2011.10.001. Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1). DOI: http://dx.doi.org/10.1177/014920639101700108. Barringer, B. R., & Bluedorn, A. C. (1999). The Relationship Between Corporate Entrepreneurship and Strategic Management. Strategic Management Journal, 20. DOI: http://dx.doi.org/10.1002/(SICI)1097-0266(199905)20:5<421
utb.fulltext.sponsorship The authors are thankful to the Internal Grant Agency of FaME TBU No. IGA/FaME/2015/025: The possibilities of the financial performance growth for commercial banks in the context of the credit risk of SME and the customer satisfaction, for financial support to carry out this research.
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