Empirical study on the relationship between entrepreneurial cognitions and strategic change momentum. Issue 5 (15th June 2015)

• Record Type: Journal Article
• Authors: Yang, Lin
• Is Part Of: Management decision. Volume 53:Issue 5(2015)
• Page Start: 957
• Page End: 983
• Publication Date: 2015-06-15
• Subjects: Management -- Periodicals; 658.403
• DOI: 10.1108/MD-10-2014-0602
• Languages: English
• ISSNs: 0025-1747

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – Due to the scanty of theoretical attempts to link entrepreneurial cognitions to strategic change momentum (SCM) and to explore moderating effects of organizational knowledge structures in the relationship, the purpose of this paper is to examine the relationship between entrepreneurial cognitions and SCM, as well as the moderating effects of organizational knowledge structures by drawing on the institutional theory and resource-based view. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Using analysis of covariance, multivariate analysis of variance, and hierarchical regression analysis, the data of 229 enterprise samples are used to empirically test the hypotheses. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – The empirical results indicate that two dimensions of entrepreneurial cognitions, arrangement and willingness cognitions, will positively influence SCM, with organizational knowledge structures as a moderator. Specifically, explicit knowledge decreases the positive relationship between entrepreneurial arrangement cognitions and SCM, and tacit knowledge increases the positive relationship between entrepreneurial arrangement, willingness and ability cognitions and SCM. However, entrepreneurial ability cognitions have no significant effect on SCM, and explicit knowledge does not moderate the relationship between entrepreneurial willingness and ability cognitions and SCM. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – From the results of this study, the paper can derive some important managerial implications that entrepreneurs should holistically understand the concept of entrepreneurial cognitions in Chinese context as well as strengthen the innovation of their internal management institutions and consolidate their institutional platforms for improving entrepreneurial cognitive efficacy. Moreover, strategic control ability should be further enhanced for China's entrepreneurs, and also the dynamic balances during the conversion process between tacit knowledge and explicit knowledge should be promoted so as to optimize the organizational knowledge structures. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – By integrating entrepreneurial cognitions, organizational knowledge structures, and SCM into a unified theoretical framework, the paper empirically examines the theoretical problems about the interactions among the three variables involved. The findings can broaden the research perspectives and deepen the research field of strategic change, and also provide managerial implications for cultivating entrepreneurs and optimizing organizational knowledge structures under the context of China.</p> </sec> </abstract>