Prevalence of entrepreneurial management practices in technology-based firms in Malaysia

Izaidin Majid, K. Ismail, Sarah Cooper

Research output: Contribution to journalArticlepeer-review

Abstract / Description of output

It has been widely agreed that entrepreneurship leads to firms’ success. Since companies with a high level of entrepreneurial propensity are focussed on
“the pursuit of opportunity regardless of resource currently controlled”, it can be expected that those companies will be highly leveraged, resulting in
high performance and effectiveness and eventually will lead to business success. Stevenson’s six dimensional construct of Entrepreneurial Management
(EM), as interpreted and operationalised by Brown et al. (2001), consists of strategic orientation (SO), resource orientation (RO), management structure (MS), reward philosophy (RP), growth orientation (GO) and entrepreneurial culture (EC). This study attempts to explore on the issue of as to what extent the entrepreneurial management approach is being adopted by the sample firms. Based on the global measure of EM, the results of the descriptive
statistical analysis suggest that a large majority of the firms may be classified as entrepreneurial.
On further investigation on each dimension of the EM construct, mixed results were found on the prevalence of EM. MS, SO and EC dimensions show high prevalence in firms with strong entrepreneurial propensity. This indicates that the firms tend to be more entrepreneurial with regard to the MS, SO and EC dimensions. However, for the GO and RO dimensions, the results show that the
sample firms tend to be on the average scores.
Original languageEnglish
Pages (from-to)2075-2082
JournalAfrican Journal of Business Management (AJBM)
Issue number6
Publication statusPublished - 2011

Keywords / Materials (for Non-textual outputs)

  • Entrepreneurial management
  • multimedia super corrid or Malaysia
  • technology-based firms
  • technical entrepreneur


Dive into the research topics of 'Prevalence of entrepreneurial management practices in technology-based firms in Malaysia'. Together they form a unique fingerprint.

Cite this