Exploring the Moderating Effect of Interpersonal Emotion Regulation Between the Integration of Opportunity and Resource and Entrepreneurial Performance

Relationship between green entrepreneurship orientation, integration of opportunity and resource capacities and sustainable competitive advantage

Green entrepreneurial orientation (GEO) and sustainability have been the hot topics in green entrepreneurship research. The GEO integrates market orientation (MO) and environmental orientation (EO), and enterprises need to increase resource investment. However, it is not clear whether this strategic orientation can help new ventures achieve sustainable competitive advantages (SCA). In addition, the integrated role of opportunities and resources in the process of green entrepreneurship cannot be ignored. To fill the gap, we analyzed survey data from 274 emerging green enterprises in China, and we examined the effect of GEO on SCA. Additionally, we proposed the concept of integration of opportunity and resources capabilities (IORC) by integrating the core factors of green entrepreneurship. It can be divided into internal integration (ITI) and external integration (ETI), and the moderating effect of IORC on this relationship was also inspected. The results indicated that GEO significantly affects SCA, and IORC positively moderates the relationships between GEO and SCA. Indeed, compared with the enterprises that adopt a single strategic orientation, enterprises that adopt GEO can obtain greater SCA. In addition, focusing on the internal and external integration of IORC can further enhance the acquisition of SCA. This study not only integrates the theories of entrepreneurship and sustainable development but also compensates for the lack of green entrepreneurship theory while providing practical guidance for new enterprises seeking to engage in green entrepreneurship.

Creating Extraordinary From Ordinary: High Resource Efficiency of Underdog Entrepreneurs and Its Mechanism

Existing theory has not documented the potential benefits of facing the challenges of underdog entrepreneurs, who may succeed unexpectedly. This research explains why, and under what circumstances, the underdog status of entrepreneurs can promote entrepreneurial success rather than just hinder it. We predict that the underdog effect has the potential to boost entrepreneurial resource efficiency when entrepreneurs hold an incremental (vs. entity) theory, enter a low-barrier (vs. high-barrier) industry, and are in a favorable (vs. unfavorable) business environment. Study 1 provides support for the positive relationship between underdog status and resource efficiency through an ordinary least squares (OLS) regression analysis, which is accompanied by a moderating effect of the implicit theory, industry context, and business environment. The data was obtained from two nationwide surveys. By extending a qualitative comparative analysis (QCA) of multiple case studies, Study 2 reveals support for a synergistic effect of the above factors. Our research results examine the assumption that perceiving underdog status is detrimental and offer meaningful insights into why and when underdog entrepreneurs have good performance in entrepreneurial resource efficiency. We provide a psychological and behavioral explanation for the underdog effect, extending the underdog effect theory to the field of entrepreneurship for the first time from the perspective of the actors. Finally, theoretical contributions and practical implications are discussed by indicating the limitations of the research.