Ability to integrate resourcesbusinessoriented analysis and business performance relationship毕.docx
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Ability to integrate resourcesbusinessoriented analysis and business performance relationship毕.docx
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Abilitytointegrateresourcesbusinessorientedanalysisandbusinessperformancerelationship毕
Abilitytointegrateresources\business-orientedanalysisandbusinessperformancerelationship
[Abstract]toventureintothenatureofinnovationtostimulateeconomicvitality,promoteeconomicgrowthengine.Inthisstudy,thespecificsituationinChinaintransitionunderthenewenterprisesforthestudy,theabilitytobuildtheintegrationofresources,entrepreneurialorientationandbusinessperformancerelationshipmodel,usingfactoranalysisandstructuralequationmodelofthestatisticalanalysisoftheempiricalstudyofinnovationofthisstudy,thestudypointedoutsomedeficienciesstillexistandhaveyettobefurtheraddressedthetheoreticalandpracticalissues,andproposedfutureresearchdirections.
[Keywords]abilitytointegrateresources,businessresourcesbusiness-orientedbusinessperformance
I.Introduction
Sincethe1970s,theglobaleconomicsystemhasundergoneprofoundchanges,hasmovedfrom‘managed’economyto‘entrepreneurial’economy,venturetobecomeanimportantforceinpromotingeconomicgrowth,theprosperityofacountryorregion’seconomicbase.Inthe21stcentury,scienceandtechnology,economicglobalizationisincreasinglydeepening,increasinglyfierceinternationalcompetition,innovationandentrepreneurialnatureastostimulatetheeconomicvitality,theengineofeconomicgrowthinrecentyears,Chinaisveryactiveentrepreneurialactivity,hasbeenaconcerninthecommunityhotspots.transitioninChina,thepromotionofinnovationandpromoteentrepreneurshipinindustrialupgrading,createnewemploymentopportunitiestoplayanincreasinglyimportantrole.
Businesshasbecometheengineofeconomicgrowth,itistopromoteindustrialupgradingandincreasejobopportunities,etc.moreandmoreprominentcontribution,butnotallentrepreneurshaveaccesstotheultimatesuccessoftheChinesestart-upsthereisahighrateofclosureissues,andbusinesstheorybehind,cannoteffectivelyguidebusinesspractice.Chinahastheopportunity-basedentrepreneurialactivitiesinthegrowingstage,andspecificrulesfromaparticularenvironment,fromthedevelopedtheoryisalsosuitableforbusinesswithChinesecharacteristicsunderthebusinesspractices,thisisarequiredtestofscholarshavethoroughlystudiedtheproblemthispaperattemptstobuildacontextChina’sYunnanProvinceabilitytointegrateresources,entrepreneurialorientationandbusinessperformancerelationshipresearchmodel,verifytheintroductionofvariableresources,abilitytointegratepre-,therelationshipbetweenentrepreneurialorientationandbusinessperformance,aswellastheabilitytointegrateresources,entrepreneurialorientation,howtoplaytheimpactofbusinessperformance,whichistosolvethisproblem.
Second,theliteraturereviewandresearchhypothesis1abilitytointegrateresourcesPriortotheintegrationofentrepreneurialresourcesaremostlynotscattered,tomaximizeitsutility,intoacompetitiveadvantageforenterprisestocreatevalue,butalsotheneedfornewstart-upstousescientificmethodstodifferentsources,differentutilitytoconfigureandoptimizeresources,makeintegratevaluableresources,playa‘1+1>2’magnifyingeffectinthedefinitionofintegrationofresources,thedifferentscholarsondifferentresearchpurposes,anddifferentstartingpoint,giventhedifferentfindings.MahongJia(2008recordthatthenewenterpriseresourceintegrationcapabilityisintheentrepreneurialprocess,peoplecarrier,intheprocessofintegrationofresourcesdemonstratedtheidentificationofresources,access,configurationanduseofthemaincapabilities.andfromtheentrepreneurandentrepreneurialteamoftwoaspectstobediscussed.existingresearch,eitherfromthestartofthemain,ortheresourcestostudytheintegrationprocessandotherresourcesforintegrationperspective,althoughnotthesameasitsconceptdescription,butthecontentisthesame.discussedinthispaperistheabilitytointegrateresourcesnewbusinesscreationandgrowthinthedevelopmentprocessofallresourcesavailablebothinsideandoutsidetheorganizationtoselect,absorb,theabilitytoconfigureanduse.
(2)entrepreneurialorientationFromthe1970s,alongwiththedepthofentrepreneurshipresearch,entrepreneurialorientationasanimportantfieldofentrepreneurshipresearchcontentandbecomethefocusofattentionofmanyscholars.Entrepreneurialorientationfromtheearlieststrategicchoiceperspective,depictingtheexpansionofbusinessopportunitiesortochasetakeaforward-lookingandinnovativedecision-makingpatterns.Afterintroducingtheconceptofentrepreneurialorientation,strategicmanagementresearchinthebasicbusinessproblemfromthestarttograduallyshiftthecontentsofselectedentrepreneurialbehaviorstudyefficientbusinessprocessinbusinessdecision-makinghasbecomefocusofthestudytheresearchersgenerallyagreedthatentrepreneurialorientationcanenhancethecompetitivenessandbringsignificantbenefits,buthowtodefinetheconceptofentrepreneurialorientation,andhowtodividethedimensionsmeasured,thereisstillcontroversy.Scholarsdifferentdimensionsofthemodelhavebeenstudiedandvalidatedandfoundsomeoverlapbetweendimensions,butdescribedifferentconcepts,whichmakestherealmeasureofthedimensionsisdifficulttoeffectivelydistinguish,whetheritisbusiness-orienteddivisionofthethree-dimensionaldegreeorfivedimensionsofentrepreneurialorientationinthestudyshouldincludeallofitselementsintoaccount.entrepreneurialorientationconceptismulti-dimensionalconstruct,anditsdivisionshouldbemadebetweenthevariousdimensionsofacertainmutuallyexclusive,ratherthanlinkage.
3BusinessPerformanceBusinessperformanceisahotbusinesstheoryitisameasureoforganizationalgoalsthroughtheperformancetomeasurethelevelofoperationofnewenterprisesandentrepreneurialactivities,theeffectivenessofthecurrentacademiccontentfromadifferentperspectiveonthebusinesstocommencethestudy,theformationofthreedifferentinterpretations,namely,‘performanceistheresult,’‘performanceisthebehavior’and‘performanceistheability’(Jiangleap,2004.①performanceistheresultoftheviewthatorganizationalperformanceistheoutputofresults.Thisresults-basedpointofviewiseasiertouseobjectivecriteriatomeasureandmostscholarsagreethatthepointofview.Bernadin(1995pointedoutthattheperformanceistheresultofthework,asthesestrategicobjectivesandbusinessresultsmostclosely.②performanceisbehavior.Campbell(1990thatthecompanyresultsasvulnerabletootherfactorsofuncertainty,whichshouldbeseparate.performanceisnottheresultofbehavior.③performanceistheabilitytoachieveorganizationalcapacityisthevalueofthemeans,therefore,differentresultswillbedifferentbytheabilityofcompaniestoachieve.Throughreviewofpreviousliterature,veryfewpeoplestudybusinessperformancetheory,butsomeoftheliteraturethroughthepasttounderstandthebusinesssideoftheperformanceforbusinessperformance,differentscholarshavedifferentinterpretations.
4ModelsetupandassumptionsEarlyreviewoftheliteraturecanbefoundinsummary,previousresearchhasabilitytointegrateresources,entrepreneurialorientation,performanceandbusinessrelationsbetweenthemweremorein-depthstudy,tobesummarized,wecandrawthefollowingimportantconclusions.Businessguideisanexcellentstart-upsthathaveanimportantcharacter.entrepreneurialorientationhasbecomeahotfieldofentrepreneurshipresearch.Atpresent,scholarshavegenerallysupportedtheentrepreneurialorientationinnovative,risk-takingpilotandthethreeindependentdimensions.Ontheentrepreneurialorientationandbusinessperformancerelationshipisalsoconductedin-depthacademicstudy,avarietyofcontexts,mostoftheempiricalstudysupportstheentrepreneurialorientationonbusinessperformancehasapositiveactiverolewhilerecognizingtheentrepreneurialorientationonbusinessperformanceandthewaythemechanismisaverycomplexprocess.scholarsthroughtheintroductionofpre-variablesontheperformanceofentrepreneurialorientationseminarrelationship.
Usedinthisstudy,threedimensionsofentrepreneurialorientation,innovationreferstothosebusinesssupportandcommitmenttonewideas,newproductsandservices,newtechnologyandcreativeactivitiessuchasexperimentsandcreativeentrepreneurialbehaviortendencies.Businessinnovationofthehigherthedegreeoftheirfastspeedproductdevelopment,introductionofproductsorservicesonashortcycle,whichcangraspnewopportunities.Firstmobilityisreflectedintheforward-lookingperspectiveofabusinessandseekopportunitiesforaction(Lumpkin1996).Firstcompaniesinthebusinessprocesscanoftengetfirst-moveradvantageinthisdimensionofriskisreflectedintheresultsofbusinessregardlessofboldactionwillseizethemarketopportunities(LumpkinandDess,1996).entrepreneurialorientationonbusinessperformanceistheimpactofthedimensionsitcontainsthecombinedeffectsofbusinessperformance.Basedontheaboveanalysis,aswellastheconclusionsofpreviousstudies,thispaperthattheentrepreneurialorientationanditsvariousdimensionshavepositiveeffectsonbusinessperformance.Accordingly,thispaper,thefollowingassumptions:
H1:
InnovativehasapositiveimpactonbusinessperformanceH2:
PilothasapositiveimpactonbusinessperformanceH3:
riskhasapositiveimpactonbus
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