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Effects of the entrepreneurial and managerial orientations of owner-managers on company performance: An empirical test in Sri Lanka

Journal Article


Abstract


  • In this paper we have made strong distinction between managerial and entrepreneurial orientations of leadership and argued that these orientations should have different effects on the performance of companies. Data were collected from a sample of 204 owner-managers of Sri Lankan companies by administering a mailed paper questionnaire. Company performance was measured by the ratings of sales performance on the part of managers concerned. Correlation and regression analysis were then performed in the impact analysis. Our findings indicate that the leadership orientation of owner-managers of small firms is more entrepreneurial than managerial. Also, entrepreneurial orientation (EO) correlated more significantly with firms’ performance than did managerial orientation (MO), and the relative impact of mixed orientations of leadership on company performance is more positive than that of MO in the case of medium and large firms. This paper advances the theoretical work into leadership and entrepreneurship and adds to the body of knowledge in the context of developing countries. Practical implications for the research include assisting owner-managers to determine the likelihood of appropriate leadership orientations relevant to their particular context and firm size.

Publication Date


  • 2011

Citation


  • Chandrakumara, P., De Zoysa, A. & Manawaduge, A. S. (2011). Effects of the entrepreneurial and managerial orientations of owner-managers on company performance: An empirical test in Sri Lanka. International Journal of Management, 28 (1), 139-158.

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/1523

Number Of Pages


  • 19

Start Page


  • 139

End Page


  • 158

Volume


  • 28

Issue


  • 1

Place Of Publication


  • http://ulrichstoc.serialssolutions.com.ezproxy.uow.edu.au/ids70/partners/ulrichs/view_toc.php?SID=3enpq2vke57d2u98ofpsgv3sf5

Abstract


  • In this paper we have made strong distinction between managerial and entrepreneurial orientations of leadership and argued that these orientations should have different effects on the performance of companies. Data were collected from a sample of 204 owner-managers of Sri Lankan companies by administering a mailed paper questionnaire. Company performance was measured by the ratings of sales performance on the part of managers concerned. Correlation and regression analysis were then performed in the impact analysis. Our findings indicate that the leadership orientation of owner-managers of small firms is more entrepreneurial than managerial. Also, entrepreneurial orientation (EO) correlated more significantly with firms’ performance than did managerial orientation (MO), and the relative impact of mixed orientations of leadership on company performance is more positive than that of MO in the case of medium and large firms. This paper advances the theoretical work into leadership and entrepreneurship and adds to the body of knowledge in the context of developing countries. Practical implications for the research include assisting owner-managers to determine the likelihood of appropriate leadership orientations relevant to their particular context and firm size.

Publication Date


  • 2011

Citation


  • Chandrakumara, P., De Zoysa, A. & Manawaduge, A. S. (2011). Effects of the entrepreneurial and managerial orientations of owner-managers on company performance: An empirical test in Sri Lanka. International Journal of Management, 28 (1), 139-158.

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/1523

Number Of Pages


  • 19

Start Page


  • 139

End Page


  • 158

Volume


  • 28

Issue


  • 1

Place Of Publication


  • http://ulrichstoc.serialssolutions.com.ezproxy.uow.edu.au/ids70/partners/ulrichs/view_toc.php?SID=3enpq2vke57d2u98ofpsgv3sf5