Browsing by Author "Amankwah-Amoah, J."

Now showing 1 - 4 of 4
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    Entrepreneurial orientation, environmental sustainability and new venture performance: Does stakeholder integration matter?
    (Wiley, 2018-07-11) Amankwah-Amoah, J.; Danso, Albert; Adomako, Samuel
    Previous research has theorised that the link between entrepreneurial orientation (EO) and performance is mediated by environmental sustainability orientation (ESO). However, firm-level factors that may moderate this relationship are lacking. This paper attempts to fill this gap by examining how and when EO enhances new venture performance by considering ESO as mediator and stakeholder integration as an important contingent factor. Using primary data obtained from 242 chief executive officers (CEOs)/entrepreneurs, we found that the indirect relationship between EO and new venture performance is strengthened at high levels of stakeholder integration. Theoretical and practical implications are discussed
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    Environmental sustainability orientation and performance of family and nonfamily firms
    (Wiley, 2019-04-01) Adomako, Samuel; Amankwah-Amoah, J.; Danso, Albert; Konadu, R.; Owusu-Agyei, Samuel
    Despite the growing research evidence on the effect of environmental sustainability orientation (ESO) on firm outcomes, contingent factors that may influence the strength of this relationship have received little scholarly attention. In this study, we use insights from the literature on ESO and family business to introduce family status and firm age as moderators in the ESO-performance linkage. Using time-lagged data from 253 small and medium-sized enterprises (SMEs) in Ghana, we found the impact of ESO on firm performance is amplified for nonfamily firms but not significant for family firms. Our evidence suggests it is stronger among older firms than younger ones. Implications and directions for future research are discussed.
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    Environmental sustainability orientation, competitive strategy and financial performance
    (Wiley, 2019-02-18) Danso, Albert; Adomako, Samuel; Amankwah-Amoah, J.; Owusu-Agyei, Samuel; Konadu, R.
    Extant research has established that environmental sustainability orientation (ESO) has a positive influence on performance outcomes. Nevertheless, several contingencies tend to affect the strength of this relationship. In this study, we draw on natural resource-based theory to introduce competitive strategies as moderators in the ESO-performance nexus. Using time-lagged data obtained from 269 firms in Ghana, this study finds that firms pursuing the differentiation strategy can positively boost performance outcomes with ESO than without differentiation strategy. We also find that firms can use the low-cost or the integrated strategy to get higher impact on performance with ESO respectively. Based on the results, firms in Ghana do not need differentiation strategy in order to boost the effect of ESO on financial performance. Theoretical and practical implications are discussed.
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    Stakeholder integration, environmental sustainability orientation and financial performance
    (Elsevier, 2019-02-26) Danso, Albert; Adomako, Samuel; Lartey, Theophilus; Amankwah-Amoah, J.; Owusu-Yirenkyi, Diana
    Despite the growing research on the influence of stakeholder integration on organizational outcomes, our understanding of the specific firm-level conditions that may mediate the relationship between stakeholder integration and financial performance is lacking. Using primary data gathered from 233 small and medium-sized enterprises in Ghana, we found empirical support for our contention that the link between stakeholder integration and financial performance is mediated by a firm’s environmental sustainability orientation (ESO). In addition, our study demonstrated that competitive intensity moderates the indirect relationship between stakeholder integration and financial performance in such a way that the indirect effect through environmental sustainability orientation is stronger for higher levels of industry competition. We discuss theoretical and managerial implications of these findings.