ࡱ> q` WbjbjqPqP 8::M%vvvvvvv8888&9\9OUZ;Z;"|;|;|;|;|;|;TTTTTTT$VhmXT!v9?|;|;9?9?Tvv|;|; UKFKFKF9?v|;v|;TKF9?TKFKFHvvI|;N; PVz8IBH^Kd U0OUH,iY-DiYII8iYvJI|;8<KF<l*=|;|;|;TTEX|;|;|;OU9?9?9?9?d488vvvvvv Linking entrepreneurial orientation with the performance of Croatian hotel industry Fran GALETI Faculty of Economics and Business J.F.Kennedy Square 6 10 000 Zagreb, Croatia Bojan MORI MILOVANOVI Faculty of Economics and Business J.F.Kennedy Square 6 10 000 Zagreb, Croatia Abstract The term entrepreneurial orientation has been used to refer to the strategy-making processes and styles of firms that engage in entrepreneurial activities. A popular model of entrepreneurial orientation (EO) suggests that there are five dimensions of EO - autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness. This paper reports on three of those dimensions - innovativeness, risk taking and proactiveness. Innovativeness is the predisposition to engage in creativity and experimentation through the introduction of new products/services as well as technological leadership via R&D in new processes. Risk taking involves taking bold actions by venturing into the unknown, borrowing heavily, and/or committing significant resources to ventures in uncertain environments. Proactiveness is an opportunity-seeking, forward-looking perspective characterized by the introduction of new products and services ahead of the competition and acting in anticipation of future demand. Therefore, the purpose of this paper is to link dimensions of entrepreneurial orientation of Croatian hotels and show a positive correlation with their performance which is measured by the following performance criteria: sales level, sales growth rate, cash flow, net profit and ability to fund business growth from profits. Keywords: Entrepreneurial orientation, Business performance, Hotel industry Introduction In todays turbulent and highly competitive business environment general tendency is the shortening of product and business model life cycles, therefore future profits that will come from current business operations are uncertain and the firms are forced to constantly be involved in seeking out new opportunities. In this manner firms have to be innovative, involving concepts or activities that represent a departure from what is currently available concerning innovations of products, services or processes, have to be risk oriented, to try out new and uncertain products, services and markets and have to be more proactive then competitors toward new marketplace opportunities (Covin and Slevin, 1991). Literature regarding entrepreneurial orientation states that if a firm adopts entrepreneurial strategic orientation it will achieve higher performance then a firm that adopts a bureaucratic or centralized management system to exercise control over as many variables as possible. This argument has received empirical support in the literature (Zahra, 1991; Zahra and Covin, 1995). Although, it sounds like an easily comprehensive relationship it is actually much more complex. Literature also mentions that some empirical research have not found any relation between firms entrepreneurial orientation and the firms performance (Smart and Contatnt, 1994). Therefore, Lumpkin and Dess (1996) state that previously mentioned relationship is a much more complex because it depends on the external as well on the internal organizational characteristics. Previously mentioned concepts, innovativeness, risk taking and proactiveness, represent three dimensions out of five of entrepreneurial orientation which will be explored in the paper and the contribution to the literature will be made by assessing their connection to the firms performance. Therefore, the primary purpose of this study is to test if entrepreneurial orientation within the context of Croatian hotel industry is associated with the performance. Entrepreneurial orientation and performance Entrepreneurial orientation refers to a firms strategic orientation concerned primarily with identifying opportunities and creating a set of resources through which prospects can be exploited, capturing specific entrepreneurial aspects of decision-making styles, methods and practices. Therefore, it is referring to the style how the firm operates. It can be stated that an entrepreneurial firm is the one that promotes the constant search for competitive advantages through product, process and market innovations, undertaking rather risky ventures and is proactively trying to stay one step ahead than competitors. Literature states that these three concepts comprise dimensions of entrepreneurial orientation (Covin and Slevin, 1989, Wiklund and Shepherd, 2005), but it also states that two other concepts, autonomy and competitive aggressiveness, represent additional dimension of firms entrepreneurial orientation. Autonomy can be defined as a set of independent actions made by an individual or a team with a purpose to bring forth a business concept or a vision and carry it through to completion. Innovativeness refers to a willingness to support and encourage creativity and experimentation in introducing new products, services or processes, thereby departing from established practices and technologies. Risk taking means a firms tendency to take bold actions like venturing into new markets, willingness to commit resources to projects where the outcomes are not certain. It also means that a firm is not afraid to break away from routine, safe, well known core business and venture into unknown. Proactiveness represents firms posture of constant seeking for new opportunities by anticipating and acting on future wants and needs in the marketplace involving introduction of new products or services ahead of competitors. Competitive aggressiveness reflects the intensity of a firms efforts to outperform industry rivals characterized by aggressive and forceful responses to competitors actions (Lumpkin and Dess, 2001). Previous research suggests that individual dimensions of entrepreneurial orientation can have positive influence on performance (Avlonitis and Salavou, 2007). Innovative firms will create new products and services which will generate extraordinary profit for the firm and in turn increase its performance. Proactive firms with their constant search for new opportunities will create first-mover advantage in the already existing market or in the newly created one, allowing them to charge high prices and position them selves in the market ahead of the competition. Also, by being proactive firms could be able to control the market by making a dominative position over distribution channels and by establishing brand recognition. Linking firms tendency to undertake somewhat risky ventures with a high performance can be viewed in the sense that some ventures will fail while some will succeed, which may be more profitable, and therefore in the long term overall firms performance will increase. Hypotheses Innovativeness refers to a willingness to support creativity and experimentation in introducing new products or services, also novelty, technological leadership and R&D in developing new processes (Lumpkin and Dess 2001). A strong emphasis on innovativeness directs the firm into new markets renews its position in existing ones and also embodies a capability to explore new opportunities. Companies today are faced with the fact that they simply must innovate much more than in the past. External factors, like the emergence of new and improved technologies, the globalization of markets, the fragmentation of markets, government deregulation and so on, on the one hand, and also internal factors, like pressures to cut costs, develop new capabilities and the ability to attract and retain high-quality employees on the other hand are forcing companies to become more innovative (Morris, Kuratko and Covin 2008). Therefore, the following hypothesis is formed: Hypothesis 1. Innovativeness is positively related to business performance. Proactiveness is an opportunity-seeking, forward-looking perspective involving introducing new products or services before the competition, therefore creating a first-mover advantage against the competitors. With this kind of anticipation and action on future needs and wants in the marketplace, proactive firms have the desire to be pioneers and have the willingness to seize emerging market opportunities (Lumpkin and Dess 2001). Also, proactiveness can be manifested as a way of seeking new opportunities that may or may not be involved with the present line of operations or as way of strategically eliminating operations that are in the mature or declining stages of the life cycle (Morris, Kuratko and Covin 2008). Actively anticipating and preparing for change proactive firms will secure better position to seize market share by allocating resources far before their rivals do. By doing so, proactive firms continuously remain ahead of less responsive competitors. Accordingly, it is hypothesized that: Hypothesis 2. Proactiveness is positively related to business performance. Risk taking represents a willingness to commit resources to implement projects, activities and solutions that contain inherently a high level of uncertainty regarding the likely outcomes. Also, means a tendency to take bold actions such as venturing into unknown new markets, committing a large portion of resources to ventures with uncertain outcomes (Lumpkin and Dess 2001). It largely reflects that the company is willing to break away from the routine activities and venture into the unknown. Therefore, risk-oriented firms combine opportunity-seeking behavior with constructive risk-taking to make a base line for exploration and exploitation of market opportunities. Risk taking managements prevent the firm from going into inertia, inaction by seizing opportunities and committing resources even before fully understanding what sort of action needs to be taken. Although, risk taking can carry out costs it is a necessity for a firm to take risks and challenge the existing order of business in order to secure performance. In contrary, the firm would miss out a developing new market opportunities which could likely lead to a deteriorating performance. Therefore, we hypothesize the following: Hypothesis 3. Risk taking is positively related to business performance. Research methodology and results Data were collected by means of mail survey questionnaire completed by managers (or their designees) of hotels located across Croatia, of which half of the responders were male and the other half were female. The sampling frame was taken from the Croatian chamber of economy (HGK). Questionnaire was send to a total of 150 hotels, including large and small, of which 14 returned their response. Half of the sample had between 6 to 49 employees while the other half had more then 50 employees. In the sample two hotels had 2 star classification, nine of them had 3 star and three of them had 5 star classification. Year average that a respondents have been on their current position in the hotel is 6,2 years, ranging from 1 to 15 years. Hotels year average in the hotel industry is 23,2 years with the youngest hotel operating just one year, while hotel with the longest operating time in the hotel industry had 73 years. Detailed characteristics relating to the respondents and hotels they represent and the detailed values of entrepreneurial dimensions and performance items are presented in table 1. Entrepreneurial orientation was measured using a nine item, five point interval scale type scale ranging from complete disagreement with the question to complete agreement (Knight 1997). Each dimension of entrepreneurial orientation, proactiveness, innovativeness and risk taking, was described by three questions. Performance was measured by the managerial perception of how they are satisfied with the achieved performance under analysis on a three year basis as compared with main competitors in terms of sales level, sales growth rate, cash flow, net profit and ability to fund business growth from profits. Respondents indicated on a five point interval scale, ranging form highly dissatisfied to highly satisfied, the extent to which they were satisfied with their hotels performance on these performance criteria. Table 1: Statistical analysis of gathered data MEANST. DEV.MINMAXMODENo. of employees62546160-No. of rooms1241602162156Star classification3,311,03253Entrepreneurial orientation dimensionsIII - 13,931,16154III - 23,601,12255III - 33,471,41154III - 43,471,13154III - 53,801,32155III - 62,801,15153III - 73,400,99154III - 82,201,21141III - 93,001,20154Performance itemsIV - 13,731,10154IV - 23,870,92254IV - 34,000,85355IV - 43,471,19154IV - 53,801,01254 Correlation coefficients among all variables are shown in the table 2. Entrepreneurial orientation dimensions were placed in the first row, where the mean values of proactiveness, innovativeness and risk taking are shown, respectively. While, items measuring firms performance were placed in the first column, where mean values are also shown. Detailed table with the correlation coefficients among every of the three questions describing each of the previously mentioned dimensions and each of the performance items is also shown, in the table 3, in the appendix. Moreover, questions that were used for describing dimension of entrepreneurial orientation with the items of performance used in the survey are shown, in the table 4 and 5, in the appendix, respectively. Hypothesis 1 suggested that firms with the proactive orientation in dynamic environment would be positively correlated with performance. Every coefficient, in the table 2, shows positive correlation with the performance, showing highest value with the sales growth rate (0,68607) and the lowest with ability to fund business growth from profits (0,38992). Hypothesis 2 explored whether innovativeness of the firm is positively linked with the performance. As can be seen in the table 2 innovativeness is positively linked with every aspect of the firms performance with the highest positive correlation with the sales level (0,81848). The lowest positive correlation is with the ability to fund business growth from profits (0,59954). Hypothesis 3 predicted that the firms tendency for somewhat risky ventures will be significantly related with the firms performance. As can be seen in the table 2 risk taking is positively correlated with every measured criterion of the firms performance. Highest coefficient value is with sales level (0,82158) and lowest with the ability to fund business growth from profits (0,31476), the same as it is the case with the innovativeness. Table 2: Correlation coefficients between observed variables (mean values) III - 1,2,3III - 4,5,6III - 7,8,9IV - 10,549940,818480,82158IV - 20,686070,784650,65602IV - 30,633050,714160,64018IV - 40,666180,687900,49674IV - 50,389920,599540,31476 Conclusion Successful integration of entrepreneurial orientation into firms strategic behavior is essential to improve hotels ability to grow and create wealth. Hotel managers increasingly perceive importance of innovation, risk taking and proactive search for opportunity as prime drivers of increased business performance and value creation. Therefore, throughout this study, we sought to explore whether each of three dimensions of entrepreneurial orientation, proactiveness, innovativeness and risk taking, is valuable in securing improved performance in Croatian hotel industry. Our results demonstrate that all of three observed dimensions of entrepreneurial orientation are positively associated with the performance of Croatian hotels and therefore confirming to all of three hypothesis constructed in the beginning of this paper. Therefore, this paper supports the findings made by previous scholars that the firms entrepreneurial orientation is an important factor contributing to the higher firms performance. From a practical perspective, this study provides meaningful implications for hotel managers. Based on the obtained results in this research, managers should promote a culture and a climate within their organizations that is encouraging creativity and innovation, supports risk taking and fosters an environment in which exists a proactive search for various market opportunities. Appendix Table 3: Correlation coefficients between all observed variables III - 1III - 2III - 3III - 4III - 5III - 6III - 7III - 8III - 9IV - 10,431900,544500,409160,800210,796980,577860,764390,527280,65207IV - 20,594890,501030,606100,827290,862870,381130,617470,219760,71807IV - 30,508730,527640,540430,826030,768220,294880,600250,350070,56569IV - 40,489760,633180,544300,680690,747390,388350,683670,029900,50337IV - 50,532950,175880,270220,588240,661520,331740,371580,035010,35355 Table 4: Entrepreneurial orientation items ProactivenessIII 1We always try to take initiative in every situation (e.g. against competitors, in projects, when working with others, etc.) III 2We initiate actions to which competitors then respondIII 3It is very often that our business is the first to introduce new products, services, administrative techniques, etc.InnovativenessIII 4Our firm actively introduce improvements and innovations in our businessIII 5Changes in our product or service lines have been quite dramaticIII 6Our firm encourages development of employees ideas for the purpose of business improvementRisk takingIII 7People in our business are encouraged to take calculated risks with new ideasIII 8There is a strong proclivity, in our firm, for high-risk projectsIII - 9Typically we adopt a bold, aggressive posture in order to maximize the probability of exploiting potential opportunities  Table 5: Performance items IV 1Sales IV 2Sales growth rateIV 3Cash flowIV 4Net profitIV - 5Ability to fund business growth from profits References Avlonitis, G.J., Salavou, H.E. 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(2008) Corporate entrepreneurship and innovation. 2nd edition, Thompson South-Western Smart, D.T., Conant, J.S. (1994) Entrepreneurial orientation, distinctive marketing competencies and organizational performance. Journal of Applied Business Research, 10 (3), 28-38 Wiklund, J., Shepherd, D. (2005) Entrepreneurial orientation and small business performance: A configurational approach. Journal of Business Venturing, 20, 71-91 Zahra, S. (1991) Predictors and financial outcomes of corporate entrepreneurship: an exploratory study. Journal of Business Venturing, 6, 259-285 Zahra, S., Covin, J.G. (1995) Contextual influence on the corporate entrepreneurship-performance relationship: a longitudinal analysis. 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