Journal of Enterprising Culture

Currently, knowledge around the role of international entrepreneurial orientation (IEO) on different types of internationalisation is limited. This study aims to unveil whether and how IEO can improve international performance by focusing on the model adopted in the internationalisation process (a traditional versus born global model). Data were collected from 221 internationalised French small and medium-sized enterprises (SMEs) and analysed using a structural equation model. The results highlight that IEO had a significant positive effect on both international economic performance and export turnover for born globals, but not older firms. When we consider the IEO subdimensions, the findings show a stronger positive impact of both international proactiveness and innovativeness on the number of foreign markets and on export turnover for born globals. The study guides international SME managers on why and how they should adjust the IEO of their firms according to their internationalisation models to achieve superior performance internationally.

Entrepreneurship, in many low-developed economies, plays an important role in defeating external distress. It is crucial in such situation that entrepreneurial firms resist and even grow. The purpose of this paper is to investigate how entrepreneurial orientation brings about organisational ambidexterity through the mediation role of intellectual capital in the context of a developing country. This paper reports research results combining a qualitative and quantitative evaluation. The exploratory study is based on qualitative case studies and in-depth interview data collected from 15 Tunisian small and medium enterprises (SMEs) in the industrial sector. Then, the methodology included a survey of 155 SMEs using a questionnaire and structural equation modelling analyses. The results reveal that SMEs leverage internal and external resources to pursue ambidexterity separately or simultaneously. The data were gathered from a sole informant from every firm. Consequently, more in-depth longitudinal study may be requisite to expand deeper insights into the used variables. SME managers need to focus on the specific barriers to ambidexterity and design effective mechanisms to advance the drivers of ambidexterity. The mechanisms to realize ambidexterity as branded in this study will assist SMEs in particular, and firms in general. A new shape of organisation is an open design allowing more outer acquaintance and resources to be riveted, which is claimed as a novel model for organisation. This study combined the concepts of entrepreneurial orientation and intellectual capital as the basis of innovation ambidexterity. Human, organisational and relational capitals are the intermediate mechanisms to explain the effect of entrepreneurial orientation. Moreover, the Tunisian specific context adds more novelty to this study.

Crowdfunding (CF), a new funding channel, is prompting more research on the non-financial determinants of its adoption. This paper is part of this emerging current and aims to explain using the logic of entrepreneurial action, the entrepreneur intention to adopt CF. The binomial logistic regression test on a simplified intention model based on the Unified Theory of Acceptance and Use of Technology model (UTAUT) reveals that the intention to adopt CF varies according to the entrepreneur’s commitment to entrepreneurial act logic and his management logic. These results reveal the validity of the pecking order theory and highlight the importance of incitation to risk-taking and entrepreneurial transparency, catalyst factors for participation in CF.

This study aims to identify the support practices that enable a successful family business succession process. Using 17 small- and medium-sized family businesses, the authors attempt to analyse the specifics of family business succession processes and identify the support practices appropriate to each phase of the process. The results show that advice and consultation are necessary during the pre-family business succession phase. Furthermore, the results reveal that training is needed to acquire and update knowledge and information during the family business succession phase. Finally, the results confirm that mentoring can ensure social and cognitive transfer in the post-family business succession process. This paper presents a theoretical innovation, as it is the first research study to attempt to understand how supportive practices can contribute to the success of the succession process.