The Emergence of Entrepreneurial Behaviour
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The Emergence of Entrepreneurial Behaviour

Intention, Education and Orientation

Edited by Susana C. Santos, António Caetano, Craig Mitchell, Hans Landström and Alain Fayolle

In recent years entrepreneurship has become one of the most popular fields of research in management studies. As the subject has broadened, increasing attention has been paid to the behavioural aspects of different practices to identify and pursue entrepreneurial opportunities. This timely book analyses three key strands of contemporary research into entrepreneurial behaviour: intention, education and orientation. It offers novel insights that can be applied to foster entrepreneurial activities in different settings.
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Chapter 11: Does entrepreneurial orientation matter to strategic alliances formation: the influence of entrepreneurial orientation and leaders on the success of partnerships in entrepreneurial business

Antonio Benedito de Oliveira Jr, Mauro José de Oliveira and Roberto Carlos Bernardes


Does Entrepreneurial Orientation (EO) matter to Strategic Alliances (SA) formation? In this study, we call attention to the gap in the management literature of SA by the paradigm of EO to investigate a model where EO is related to the SA; the predecessor, top management entrepreneurial behavior (TMEB), influences the EO–SA relationship; and there is a mediator effect of the company size. The results indicate that improving the risk-taking dimension of EO does matter in promoting SA. If we consider the TMEB as an antecedent of the EO–SA relationship, the EO becomes a highly significant mediator. We also highlight the influence of the company-size mediating role, especially the competitive aggressiveness dimension of EO for small-sized enterprises. In this way, the present research contributes to the extension of works relating to EO and SA by showing that the TMEB has great importance in the EO–SA relationship and to the consolidation of the EO construct by using it in a multidimensional way in a reflexive model. The model used is strong and representative of the entrepreneurship field (that is, 28 per cent of the TMEB–EO–SA relationship). EO matters to SA formation and can be used to increase SA, which can reduce barriers to entry and business risks.

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