Submit your papersSubmit Now
For Enquiries: [email protected]
IIARD LogoIIARD

Moderating Influence of Entrepreneurial Orientation on Value Creation and Organizational Resilience in Nigeria Domestic Airlines Operators

AKANI, Godspower Henshaw & DAMIAN-OKORO, Inetimi Roseline, PhD

Abstract

The study examined moderating influence of entrepreneurial orientation on value creation and organizational resilience in Nigeria’s domestic airlines operators. Specifically, the study investigated the relationship between value creation and organizational resilience of Nigeria’s domestic airline operators and the role of entrepreneurial orientation as a moderating variable on value creation and organizational resilience of Nigeria’s domestic airline operators. Value creation was un-dimensioned while organizational resilience was measured in terms of organizational adaptability and organizational ability. Data were collected using a structured questionnaire with a 5-point likert-scale. 70 copies of the questionnaires were distributed to each of the 14 Nigeria domestic airline operators, 54 copies were retrieved and valid copies 46. A sample size of 70 respondents consisting of business airline managers, marketing managers, operational managers, supervisors and desk officers from each of the 14 Nigeria domestic airline operators. Data were analysed using descriptive and inferential statistic. Pearson product moment correlation served as the test statistic. At the secondary level, univariate analysis was used to respond to research questions and partial correlation was used to test the moderating influence of entrepreneurial orientation on value creation and organizational resilience. The multiple regressions were used to evaluate the combined impacts of all the predictors on criterion variables. All statistical analyses were performed relying on SPSS 22.0. The study revealed that there is a positive and significant relationship between value creation and organizational resilience of Nigeria’s domestic airlines operators. Similarly, entrepreneurial orientation significantly moderates the relationship between value creation and organizational resilience. The study concludes that value creation relates with organizational resilience of Nigeria’s dom

References

Amit, R. & Zott, C. (2001). Value creation in ebusiness. Strategic Management Journal, 22, 493–520. Akani, G.H.,Wami,S., & Ikegwuru,M.K. (2020). Entrepreneurial orientation and marketing performance of smes in Rivers State of Nigeria. International Journal of Business Systems and Economics, 13(3) 01 – 13. Akani,G.H., Ikeguru,M.K & Ogan, H.I. (2021). Entrepreneurial orientation on sustainable competitive advantage of private secondary schools in Rivers State. Academy of Management of Nigeria. Proceedings of the 15th Annual International Conference,484- 498. Absah, Y., & Harahap, R. H. (2020). Dynamical capabilities of Small and medium enterprises (SMEs) through supply chain strategy and its relationship on SMEs financial performance. Journal of Talent Development and Excellence, 12(1), 443-458. Bayo, P.L & Kayii, N.E (2020). Knowledge-based entrepreneurship: an agent for economic development. International Journal of Advanced Academic Research (Social and Management Sciences), 6(8), 32-42 Bryman A., & Bell, E. (2007). Business research methods. 2 nd ( ed.) Oxford: Oxford University Press. Chakravarthy, B.S. (1982). Adaptation: A promising metaphor for strategic management. Academy of Management Review, 7(1), 35-44. Chen, R., Xie, Y., & Liu, Y.(2021). Defining, conceptualizing and measuring organizational resilience: A multiple case study. Sustainability,13(5), 1-25. Cengiz H., Radha, C., & Ronald, G.(2004). A model of value creation: Strategic view. Journal of Business Ethics 49,291–305. D'Aveni, R.A. (1999). Strategic supremacy through disruption and Management Review, 40(3), 127-135. Duarte- Alonso, A., & Kok, S. (2019). Dynamic capabilities in the context of Brexit and international wine business: An exploratory two?country study. Thunderbird International Business Review, 61(2), 277-290. Duru, M. (2011). Entrepreneurial opportunities and challenages in Nigeria. Bussiness and Management Review, 1(1), 41-48. Ezeoke, N. E & Akani, G. H. (2019).Cargo Handling: A Key Enabler of Operational Success in the Nigerian Port Authority. Rivers state University. Journal of Strategic and Internet Business, 4(2),805-820, ISSN – 2659-0816 (print) 2659-0832 (Online) www.rsujsib.com Faarji, A., & Zidan, Z. H. (2016). An analysis of the issues and challenges of transportation in Nigeria and Egypt. The Business and Management Review, 7(2), 18-29. Gummerus, J. (2013). Value creation processes and value outcomes in marketing theory: Strangers or siblings. Marketing Theory 13(1), 19–46. Goldman, S.L., Nagel, R.N., Preiss, K., & Dent, H.S. (1995). Agile competitors and virtual organizations, New York: Van Nostrand Reinhold, 201-234. Green, K. M., Covin, J. G., & Slevin, D. P. (2008). Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure-style fit. Journal of Business Venturing, 23, 356-383. Harcourt, H., Kayii,N.E & Ikegwuru, M. (2020). Brand personality and customer loyalty of beverages firms in Rivers state of Nigeria, International Journal of Management and Marketing, 3(1), 115-126 Haksever, C., Chaganti, R., & Cook, R. G.(2004). A Model of Value Creation: Strategic View. Journal of Business Ethics, 49, 291– 305. Han, J. K., Kim,N., & Srivastava, R. K. (1998). Market orientation and organizational performance: Is innovation a missing link. Journal of Marketing, 62, 30–45. Hillman, A. J. & Keim, G. (2001).Shareholder value, stakeholder management, and social issues: What's the bottom line. Strategic Management Journal, 22, 125-139. Huang. S.K. & Wang. Y.L.(2011). Entrepreneurial orientation, learning orientation, and innovation in small and medium enterprises. Procedia Social and Behavioral Sciences, 24,563–570. Ibrahim, N.A. & Mas’ud, A.(2016).Moderating role of entrepreneurial orientation on the relationship between entrepreneurial skills, environmental factors and entrepreneurial intention: A PLS approach. Management Science Letters, 6,225–236. Johnson, M.D., Herrmann, A. & Huber, F. (2006) .The evolution of loyalty intentions. Journal of Marketing, 70(2),122–32. Johansson, N. & Mollstedt, U.(2006) . Revisiting Amit and Zott’s model of value creation sources: The SymBelt customer center case. Journal of Theoretical and Applied Electronic Commerce Research, 1(3), 16-27. Jaworski, B. J., & Kohli,A. K. (1993). Market orientation: Antecedents and consequences, Journal of Marketing, 57 (3), 53–70. Kantur, D., & ??eri –Say, A. (2015). Measuring organizational resilience: a scale development. Journal of Business, Economics & Finance, 4(3), 456-472. Kotler, P. & Armstrong, G. (1996) Principles of marketing, 6 th (ed.). London, Prentice-Hall. Klimas, P. (2016). Organizational culture and co-opetition: an exploratory study of the features, models and role in the Polish Aviation Industry. Industry Marketing Management 53,91– 102. https ://doi.org/10.1016/j.indma rman.2015.11.012 Korber, S., & McNaughton, R. B. (2018). Resilience and entrepreneurship: a systematic literature review. International Journal of Entrepreneurial Behaviour& Research. Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255. Lumpkin, G. T. & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance: Academy of Management Review, 21 (1),135-172. Li, Y., Zhao,Y., Tan, J., & Liu, Y.(2007). Moderating effect of entrepreneurial orientation on market orientation performance linkage: evidence from Chinese small firms. Journal of small business management,46(1), McManus, Sonia, Erica Seville, John Vargo, and David Brunsdon. 2008. A facilitated process for improving organizational resilience. Natural Hazards Review 9, 81–90. Miles,J.A (2012).Management and organization theory, business and management series: The jossey-bass,1-481. Morris, M. H., Schindehutte, M. & LaForge, R.W. (2002). Entrepreneurial marketing: A construct for integrating emerging entrepreneurship and marketing perspectives, Journal of Marketing Theory and Practice, 10(4), 1–19. Miller, R. & Floricel, S. (2004).Value creation and games of innovation, Research Technology Management, 47 (6), 25–37. Nwokah, N.G.(2010). Delivery customer experience management: In the UK and Nigeria Avaiation sectors. Lap Lambert Academic Publishing. Nunally, J. C. (1978). Psychometric theory. 2 nd ( ed.). New York: McGraw-Hill. OEF(2006). The contributions of the aviation industry to the UK economy(online) Retrieved September 22, 2021, from, http://www.oef.com/free/pdfs/Aviatio2006final.pdf(accessed). Okoroma, N.S. (2021). Handbook on research techniques. Levinda Education Services. Pam, D. R. (2012). Challenges to Nigeria’s burgeoning aviation industry. Nigeria aviation safety initiative.(online) Retrieved October, 15, 2021, from, http://drpam007.blogspot.com/2012/08/challenges-to-nigeriasbougeoining html Porter, M. (1985). Competitive advantage. New York, NY: Free Press. Takii, K. (2007). The value of adaptability - through the analysis of a firm's prediction ability. Journal of Economics and Business, 59(2), 144-162. Talebnya,G., Salehi, M., Valipour, H., & Yousefi, Z.(2009). An empirical study of value creation criteria: Case of Iran. Timisoara Journal of Economics,2(2),20- 45. Teece, D. (2007) Explicating dynamic capabilities: The nature and microfomations of sustainable Journal, 28. 139-1350. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 509–533. Shiu, E., Hair, J., Bush, R., & Ortinau, D. (2009). Marketing research. European Edition. Berkshire:McGraw Hill Higher Education. Sirdeshmukh, D., Singh, J. & Sabol, B. (2002). Consu

More Articles from WORLD JOURNAL OF ENTREPRENEURIAL DEVELOPMENT STUDIES