![]() Meta-analyzing 42 empirical articles containing 11,518 firms with 185 effect sizes, this study provides strong support for the favorable effects of both market and entrepreneurial orientation on the multiple facets of export performance. Therefore, this research aims to review and quantitatively synthesize the existing literature on the relationship between strategic orientations and export performance by investigating the moderating effects of home country institutions and measurement factors. Considering all, the affirmed contingency effect of the institutional context home country on the strength of the relationships between strategic orientations and export performance gives countenance to the notion that home country institutions shape transaction costs and managerial concerns and, ultimately, the potentiality of firms to build and utilize strategic resources and capabilities, and also to gain achievements in target markets (He & Cui, 2012 Marano et al., 2016).Īlthough the related streams of research have witnessed a burgeoning interest in recent decades, empirical evidence on how strategic orientations are relevant to export performance remains inconclusive. This situation can be explained by the notion that members are more successful at thoroughly analyzing the pros and cons of each action in long-term oriented cultures (Lin et al., 2019), and ultimately, more tend to postpone making final business decisions (Rusu, 2014). Even though the related body of research has strongly claimed that long-term orientation is supportive of innovativeness, proactiveness, and autonomy activities of entrepreneurially-oriented firms in particular due to the necessity to follow a long-run approach to effectively implement these dimensions of EO (Lumpkin et al., 2010), operating in a national culture surrounded by long-term orientation may hinder firms' abilities to quickly capitalize on market opportunities (Basco et al., 2020). However, the author did not find any support on preferences of VCs for ventures with high level of human capital. Moreover, long-term oriented VCs tend to re-invest in start-ups in their portfolios instead of just shooting once on numerous single start-ups. Meanwhile, they are less likely to invest in very new start-ups. ![]() The results revealed that VCs with higher level of long-term orientation prefer to invest in less popular industries and ventures in the expansion period. This study performed content analysis to investigate how temporal focus at the organizational level affects investment decisions of venture capital (VC) firms. As a salient psychological mechanism, temporal focus is of great importance for venture capitalists when making their investment decisions. However, subjective factors have been relatively ignored. Past studies have paid much attention to the influences of objective factors on venture investment. Building from this, our article thus provides not only novel theoretical insights into the PMI process, but equally offers valuable managerial advice on how staff morale, turnover and change resistance might be more efficiently managed during PMI.Īmid great uncertainty along with the possibility of huge returns, venture investment decisions are both technical and artistic. Our qualitative research on two not-for-profit, higher education institutions, employed multiple sources of process data. We conducted a multi-level longitudinal study over a two-and-a-half-year period. It broadens our understanding of the M&A integration process as it goes beyond binary recommendations of ‘fast’ or ‘slow’ integration by highlighting the relationship between an employee's involvement in the decision-making process and their perception of the speed of change. ![]() As such, it adds to the growing body of literature on the speed of integration in the aftermath of a merger or acquisition (M&A). This article offers an empirical demonstration of how different employees perceive the speed of change during the post-merger integration (PMI) process.
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