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Reconceptualization of entrepreneurial orientation in an emerging market insurance company

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dc.contributor.author Ibrahim, M.
dc.date.accessioned 2025-03-12T14:03:38Z
dc.date.available 2025-03-12T14:03:38Z
dc.date.issued 2015
dc.identifier.issn 1522-8916 print=1522-9076 online
dc.identifier.uri http://41.74.91.244:8080/handle/123456789/4835
dc.description.abstract The authors examine how entrepreneurial firms gain competitive advantage and hence entrepreneurial success by optimizing their dynamic capabilities. Using a single case design, incorporating in-depth interviews with key informants within an insurance company inGhana, the authors attempt to highlight the limitations of an existing model. Their key proposition is that the growth and profitability exhibited in the case study are largely attributable to its ability to leverage its entrepreneurial orientation. They argue, therefore, that despite the ability of the resource-based view to translate into competitive advantage at the firm level, it falls short of longer-term competitive advantages and entrepreneurial success—especially in the financial services sector with homogeneous product offerings en_US
dc.language.iso en en_US
dc.publisher Journal of African Business en_US
dc.subject Dynamic capabilities en_US
dc.subject Emerging markets en_US
dc.subject Entrepreneurial orientation en_US
dc.subject Resource-based view en_US
dc.title Reconceptualization of entrepreneurial orientation in an emerging market insurance company en_US
dc.type Article en_US


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