Previous research has indicated that the impact of entrepreneurial orientation (EO) on performance is ambiguous. This relationship can be affected by numerous factors – both internal and external. This study aims to examine the moderating impact of inter-organizational cooperation, competitive behaviors, digitalization, diversification, and flexibility on the relationship between EO and performance; it also assesses the impact of market conditions on the relationships that were examined above. The sample was comprised of 150 small printing companies, and the moderating roles were analyzed with PLS-SEM. The results confirmed the strong positive impact of EO on firm performance under both non-crisis and crisis conditions. The results indicated that, under crisis conditions, the impact of EO on market performance is positively moderated by inter-organizational cooperation, digitalization, and diversification. However, these factors do not moderate the examined relationship under non-crisis conditions – they only become moderators during a crisis. When supported with the Welch-Satterthwait statistical test, these observations indicated the moderating role of market conditions on the other factors that were examined in this study. With its findings, this study contributes to the literature on entrepreneurship and crisis management. The originality of the study is two-fold: first, this study examines the moderating impact of several factors that have not been previously tested on the EO–performance relationship; and second, it compares the examined models (and the entrepreneurial behaviors that are reflected in these models) and tests the moderating roles of the examined factors under two different market conditions (non-crisis, and crisis). In this way, the study tests the moderating role of market conditions as it relates to the examined moderators.

Purpose: The purpose of this article is to identify the role of market dynamism in the relationship between market orientation and the performance of micro, small, and medium enterprises (MSMEs) operating in technology parks (TPs) in Poland. Methodology: The two methods used for performing the quantitative empirical research are CAWI and PAPI. The research sample included MSMEs operating in technology parks in Poland. The article is the answer to the needs for systematic research of models between market orientation and firm performance. Findings: The research findings provide an insight into the level of market orientation and performance of the analyzed MSMEs operating in technology parks in Poland. It was found that MSMEs in the research sample were not a homogeneous group in this respect. It has been proven that market orientation is a significant stimulant of firm performance, while market dynamism has not been classified as a moderator of the market orientation–firm performance relationship. Implications for theory and practice: This study contributes to strategic management by identifying the key role of market orientation for enterprises wishing to benefit from this type of strategic orientation. The important role of the predictor – market orientation in shaping the results of micro, small and medium-sized enterprises operating at TPs in Poland has been proven. In practice, this means that increasing the level of market orientation is conducive to increasing positively assessed financial performance. Originality and value: Our research carried out at MSMEs operating in technology parks in Poland enriches and supplements knowledge about market orientation as a phenomenon of universal character because it also applies to smaller sized business organizations.

Purpose: The authors analyzed the relationship between learning orientation (LO) and performance in micro, small and medium-sized enterprises (MSMEs) by investigating the moderating role of environmental dynamism to answer the need for systematic research of models between LO and firm performance (FP).Design/methodology/approach: The authors investigated the (in)direct relationship between LO and FP. The authors collected data from 182 MSMEs operating in technology parks (TPs) in Poland. The authors used two methods in the quantitative empirical research. The authors used linear regression models to test the hypotheses, which allowed for a global assessment of relationships among all analyzed variables. Dynamic capabilities (DCs) framework guided the study.Findings: The study results show that FP benefits from LO-related behaviors. LO is an important stimulant of FP. Meanwhile, the authors did not classify market dynamism (MD) as a moderator of the LO-FP relationship.Research limitations/implications: By design, the authors surveyed only MSMEs open to participate in the survey, which potentially limits generalizability. Furthermore, future researchers may consider other types of strategic orientations (SOs) to further explain the impact of multiple SOs on FP in specific industries.Originality/value: This article presents arguments that allow for recognizing LO as a strategic organizational factor shaping FP.

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Celem publikacji jest określenie roli dynamizmu rynku w relacji między orientacją przedsiębiorczą a wynikami przedsiębiorstwa na podstawie rezultatów badań empirycznych zrealizowanych na próbie przedsiębiorstw funkcjonujących w Polsce i w Bułgarii. Badanie to rozpatruje tę relację kontrolując wielkość i wiek przedsiębiorstwa. Ustalono, że innowacyjność i podejmowanie ryzyka są istotnymi predyktorami wyników przedsiębiorstwa, ale ich efekty są uzależnione od dynamizmu rynku, na którym te przedsiębiorstwa funkcjonują. Przy tym wielkość przedsiębiorstwa ma istotne znaczenie dla tego wpływu. Dla decydentów badanie to zapewnia podstawy decyzyjne. Z jednej strony, wysoki stopień dynamizmu rynku (MD) może mieć negatywny wpływ na to, jak innowacje biznesowe wpływają na wyniki przedsiębiorstwa, z drugiej strony MD może mieć pozytywny wpływ na to, jak podejmowanie ryzyka wpływa na wyniki przedsiębiorstwa. W postępowaniu badawczym w warstwie teoretycznej wykorzystano metodę analizy i krytyki piśmiennictwa z zakresu zarządzania strategicznego i przedsiębiorczości, natomiast w warstwie empirycznej wykorzystano metody opisu i wnioskowania statystycznego. W badaniu wykorzystano modelowanie równań strukturalnych z danymi pochodzącymi od przedsiębiorstw funkcjonujących w Polsce i w Bułgarii. Ilościowe badania empiryczne prowadzone były metodą CAWI.

Objective: The purpose of this article is to analyse the moderating role of perceived organisational support (POS) in the relationship between employees’ entrepreneurial orientation (EEO) and organisational commitment (OC).Research Design & Methods: The research is aimed at determining the role of POS and EEO in explaining differences in employees’ commitment to a given organisation. The set of research proposals identifies (1) how employees’ entrepreneurial orientation and organisational commitment are related to each another and (2) how the relationship between employees’ entrepreneurial orientation and organisational commitment is moderated by perceived organisational support. The method used to carry out the quantitative empirical research was CAWI (Computer Assisted Web Interviews). The conceptual framework for this research was the theory of perceived organisational support. The project was funded by the National Science Centre in Poland (funds allocated on the basis of a decision no. DEC-2014/15/B/HS4/04326).Findings: The research provides knowledge about entrepreneurial personality in determining employees’ commitment to their organisation. At the same time, it identifies the role of POS as a moderator of the EEO-OC relationship.Implications / Recommendations: The results of the research allow for a better understanding of entrepreneurship and strengthen its theoretical foundations as an individual-level construct that determines organisational commitment. In addition, the description of the moderation effect (POS as a moderating variable) helps to better explain and predict the relationships between EEO and OC. Managers must pay more attention to the supportive organisational environment because of its effect on the strength of employees’ entrepreneurial orientation and its impact on their organisational commitment. The research results encourage further analyses on EO in vertical, horizontal and temporal dimensions in various size enterprises and their business profiles.Contribution: The article presents arguments which enable the recognition of employees’ entrepreneurial orientation as a determinant of organisational commitment and adding POS to the list of factors moderating the relationship between employees’ entrepreneurial orientation and organisational commitment. In addition, the research proves that the age of employees is positively related to their commitment to the organisation (the older they were, the more committed to the enterprise), while seniority is negatively related to organisational commitment (the more seniority employees had, the less committed they were).