A reconceptualization of entrepreneurial orientation in an emerging market insurance company
Taylor and Francis Ltd.
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 in Ghana, 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. © 2013 Copyright Taylor and Francis Group, LLC.
This article is not available at CUD collection. The version of scholarly record of this article is published in Journal of African Business (2013), https://doi.org/10.1080/15228916.2013.844049.
Dynamic capabilities, Emerging markets, Entrepreneurial orientation, Ghana, Insurance, Resource-based view, Entrepreneur, Financial market, Financial service, Insurance system, Profitability
Madichie, N. O., Hinson, R. E., & Ibrahim, M. (2013). A reconceptualization of entrepreneurial orientation in an emerging market insurance company. Journal of African Business, 14(3), 202–214. https://doi.org/10.1080/15228916.2013.844049