Denny Bernardus Kurnia Wahjudono


This study examined the mediating role of corporate entrepreneurship in the effects of corporate reputation, strategic leadership, and corporate culture on corporate performance, in turn, the moderating role of entrepreneurial action in the relationship between corporate entrepreneurship and corporate performance. This study was organization- level of 24 business units. From each business unit, this study selected six to nine respondents consisting of the general manager, manager, supervisor, and senior staff; 156 respondents totally. Structural equation modeling with Partial Least Squares (SEM-PLS) was used to test the measurement model of each construct. In addition, SEM-PLS also used to verify the mediating role of corporate entrepreneurship as well as the moderating role of entrepreneurial action. The results showed that corporate reputation, strategic leadership, and corporate culture were positively associated with corporate performance through corporate entrepreneurship as a mediator. Moreover, the relationship between corporate entrepreneurship and corporate performance was strengthened by entrepreneurial action. Entreprises should develop, maintain, and improve their intangibles resources to provide the good entrepreneurship value for them. The good entrepreneurship value may improve the corporate performance which strengthened by entrepreneurial action.


intangibles resources; corporate entrepreneurship; entrepreneurial action; corporate performance.

Full Text:



Barney, J.B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650.

Chan, R.Y., He, H., Chan, H.K., & Wang, W.Y. (2012). Environmental orientation and corporate performance: The mediation mechanism of green supply chain management and moderating effect of competitive intensity. Industrial Marketing Management, 41(4), 621-630.

Cho, H.J., & Pucik, V. (2005). Relationship between innovativeness, quality, growth, profitability, and market value. Strategic Management Journal, 26(6), 555-575.

Covin, J.G., & Slevin, D.P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16(1), 7-25.

Elias, S., & Noone, C. (2011). The growth and development of the Indonesian economy. Reserve Bank of Australia Bulletin(December), 33-43.

Godfrey, N. (2008). Why is competition important for growth and poverty reduction.Paper was submitted to Organization for Economic Cooperation and Development (OECD) Global Forum on International Investment, 27-28 March 2008. Retrieved from http://www.oecd. org/investment/globalforum/ 40315399.pdf on March 1, 2011.

Guth, W.D., & Ginsberg, A. (1990). Guest editors’ introduction: Corporate entrepreneurship. Strategic Management Journal, 11, 5-15.

Hair, J.F., Black, W.C., Babin, B.J., &Anderson, R.E., (2010). Multivariate data analysis: A global perspective (7th ed.). Upper Saddle River, NJ: Pearson Education.

Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13(2), 135-144.

Hayton, J.C. (2005). Competing in the new economy: the effect of intellectual capital on corporate entrepreneurship in high technology new ventures. R&D Management, 35(2), 137-155.

Hayton, J.C., George, G., & Zahra, S.A. (2002). National culture and entrepreneurship: A review of behavioral research. Entrepreneurship Theory and Practice, 26(4), 33-53.

Hornsby, J.S., Naffziger, D.W., Kuratko, D.F., & Montagno, R.V. (1993). An interactive model of the corporate entrepreneurship process. Entrepreneurship Theory and Practice, 17(2), 29-38.

Ireland, R.D., Covin, J.G., & Kuratko, D.F. (2009). Conceptualizing corporate entrepreneurship strategy. Entrepreneurship Theory and Practice, 33(1), 19-46.

Ireland, R.D., & Hitt, M.A. (1999). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive, 13(1), 43-57.

Ireland, R.D., Hitt, M.A., Camp, S.M., & Sexton, D.L. (2001). Integrating entrepreneurship and strategic management actions to create firm wealth. Academy of Management Executive, 15(1), 49-63.

Kaplan, R.S., & Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Boston, MA:Harvard Business School Press.

Korkmaz, T., Çevik, E.Ý., & Atukeren, E. (2012). Return and volatility spillovers among CIVETS stock markets. Emerging Markets Review, 13(2), 230- 252.

Kuratko, D.F., &Hodgetts, R.M. (2007). Entrepreneurship: Theory, process, practice(7th ed.). Mason, OH: Thomson South-Western.

Kuratko, D.F., Ireland, R.D., & Hornsby, J.S. (2001). Improving firm performance through entrepreneurial actions: Acordia’s corporate entrepreneurship strategy. Academy of Management Executive, 15(4), 60-71.

McFadzean, E., O’Loughlin, A., & Shaw, E. (2005). Corporate entrepreneurship and innovation part 1: The missing link. European Journal of Innovation Management, 8(3), 350-372.

McMullen, J.S., & Shepherd, D.A. (2006). Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur. Academy of Management Review, 31(1), 132-152.

Musteen, M., Datta, D.K., & Kemmerer, B. (2010). Corporate reputation: Do board characteristics matter?. British Journal of Management, 21(2), 498-510.

Oliver, C. (1997). Sustainable competitive advantage: Combining institutional and resource-based views.Strategic Management Journal, 18(9), 697- 713.

Petrick, J.A., Scherer, R.F., Brodzinski, J.D., Quinn, J.F., &Ainina, M.F. (1999). Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage. Academy of Management Executive, 13(1), 58-69.

Robbins, S.P., &Judge, T.A. (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson Education.

Rutherford, M.W., & Holt, D.T. (2007). Corporate entrepreneurship: An empirical look at the innovativeness dimension and its antecedents. Journal of Organizational Change Management, 20(3), 429-446.

Simsek, Z., & Heavey, C. (2011). The mediating role of knowledge based capital for corporate entrepreneurship effects on performance: A study of small to medium sized firms. Strategic Entrepreneurship Journal, 5(1), 81-100.

Thorgren, S., Wincent, J., & Örtqvist, D. (2012). Unleashing synergies in strategic networks of SMEs: The influence of partner fit on corporate entrepreneurship. International Small Business Journal, 30(5), 453-471.

Wahjudono, D.B.K., Ellitan, L., & Otok, B.W. (2013). Confirmatory Factor Analysis on Organization Reputation, Strategic Leadership, and Organization Culture as A Resources-Basedview. Journal of Management Research, 5(2), 260 268.

Wernerfelt, B. (1984). A resource based view of the firm. Strategic Management Journal, 5(2), 171-180.

Yiu, D.W., & Lau, C.M. (2008). Corporate entrepreneurship as resource capital configuration in emerging market firms. Entrepreneurship Theory and Practice, 32(1), 37-57.

Zahra, S.A. (1991). Predictors and financial outcomes of corporate entrepreneurship: An exploratory study. Journal of Business Venturing, 6(4), 259-285.

Zahra, S.A. (1996). Goverance, ownership, and corporate entrepreneurship: The moderating impact of industry technological opportunities. Academy of Management Journal, 39(6), 1713-1735.

Zahra, S.A. (1999). The changing rules of global competitiveness in the 21st century. Academy of Management Executive, 13(1), 36-42.

Zahra, S.A., & Covin, J.G. (1995). Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis. Journal of Business Venturing, 10(1), 43-58.



  • There are currently no refbacks.