ClercqDimovThonpapanl2009JBV

This paper applies a social exchange perspective to understand the internal contingencies of the relationship between entrepreneurial orientation (EO) and performance. It focuses on two aspects of social interactions among functional managers (procedural justice and trust), as well as on their organizational commitment, as potential enhancements to the firm’s  successful exploitation of entrepreneurial opportunities. A study of 232 Canadian-based  firms finds several positive moderating effects: The EOperformance link is stronger for higher levels of procedural justice, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the EOperformance relationship is stronger when the organization’s social context comes closer to an  idealconfiguration of procedural justice, trust, and organizational commitment that is most conducive to knowledge exchange within the organization. The study’s implications and future research directions are discussed.

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