A Systems View Across Time and Space
Table 1 Summary of findings of previous studies
Author (s)/ Year | Title/Journal | Purpose of study/ research setting or intervention | Type of study/ methodological design | Instrument | Type of entrepreneurial leadership | Learning organization | Type of organizational culture | Main findings | Implications | Limitation |
|---|---|---|---|---|---|---|---|---|---|---|
Wolfe and Dilworth (2015) | Transitioning Normalcy: Organizational Culture Google Scholar | Examining concepts of diversity leadership | Qualitative/ meta-synthesis | Literature review of articles,books, research reports of (n = 500) | Entrepreneurial leadership | Examining cultural context through group relations | Collective understanding | Inclusion of minority experiences shape the recruitment and retention | Scholars should continue research diversity leadership in higher education | Nothing mentioned |
Tian et al. (2018) | How does culture influence innovation? Systematic. Emerald insight | Analysing the impact of culture on innovation | Quantitative | Systematic review (n = 61) primary studies on innovation, and organizational culture | Innovative Leadership | – | Organizational culture and national culture | Highlight the complex and idiosyncratic relationship between culture and innovation | Managers, academia, and business practitioners | Inevitably missing some empirical studies and meta-analysis |
Alharbi (2021) | Leadership: A Literature Review Paper. Sage online | The paper aims to review the innovative leadership style | Systematic literature review from qualitative researches | Primary review (n = 25) | Value added and exploratory innovation | – | Organizational innovation | Providing excellent information to academic community | Crucial for all organizations that intend to remain competitive | Narrow focus only one institution |
Abbasi and Zamani-Miandashti (2013) | The role of transformational leadership, organizational culture and organizational learning. Springer | To investigate the role of transformational leadership, organizational culture and organizational learning | Quantitative | Systematic review (n = 25) | Error accepting and innovative learning | Application of knowledge, creation, dissemination and acquisition of knowledge | Transformational leadership and learning organizational culture with the effect | Transformational leadership, learning culture and organizational learning processes | Risk of a response bias, used single informants and only considered two factors | |
Renko et al. (2015) | Understanding and Measuring Entrepreneurial Leadership Style. Google Scholar | The construct of entrepreneurial leadership | Mixed approach (Deductive inductive approach) | Survey Questionnaires (n = 381) | Entrepreneurial leadership style | Promoting opportunity recognition | Entrepreneurial leaders focus on promoting opportunity recognition and exploitation | Adopting entrepreneurial leadership practice used for company managers | Reliance on single-informant data at a single point of time | |
Harrison and Roomi (2011) | Entrepreneurial Leadership: what is it and how should it be taught? Google | Relevance of leadership in entrepreneurship education | Mixed method approach | Questionnaires (n = 51) | Entrepreneurial education HEI in UK | – | – | Make recommendations for the design of teaching materials | In order for entrepreneurs to be effective they need to feel | This is not a rigorous analysis |
Akmaliah et al. (2014) | Entrepreneurial leadership practices and school innovativeness Jstor | The study aimed to identify the relationship between school principals’ entrepreneurial leadership practices | Quantitative approach | Self-administered Questionnaires (n = 294) | Entrepreneurial leadership at school level | – | – | A significant correlation between teachers perceptions of school principals’ innovativeness | Developing school principals’ entrepreneurial leadership and school innovativeness | School principals’ entrepreneurial leadership |
Oeij et al., (2017) | Leadership in innovation projects. Journal Springer | To demonstrate that Donald Schön’s Reflective Practitioner | Qualitative approach | Interview (n = 18) | – | Reflective leaning style | – | The authors’ suggestion for practitioners is applying the combined model of the reflective | The combined research and learning model can support project team members | Methodological |
Bagheri and Harrison (2020) | Entrepreneurial leadership measurement: a multi-dimensional construct. Emerald Insight | To refine our understanding of entrepreneurial leadership by developing a multi-dimensional measure for | Quantitative approach | Questionnaires (n = 124) | Competencies expected of entrepreneurial leaders | – | – | This study provides the skills, competencies and specific behaviour of entrepreneurial leaders | This study assists the development of theories on how entrepreneurial leadership influence | This analysis is limited to developing a measure for entrepreneurial leadership |
Kiyabo and Isaga (2020) | Entrepreneurial orientation, competitive advantage, and SMEs’ performance: Springer | Determining the influence of entrepreneurial orientation on SMEs’ performance | Quantitative | Questionnaires (n = 120) | Entrepreneurial orientation | – | – | Firm owners-managers ought to invest not only in physical resources but also in intangible | Inform that the resource-based view is suitable to explain not only physical resources | The findings cannot be generalized beyond the welding industry |
Tong (2020) | The Influence of Entrepreneurial Psychological Leadership Style | The influence of different entrepreneurial psychological | Quantitative/Multiple linear regression | Questionnaires (n = 494) | Entrepreneurial psychology | Open minded and commitment type | Organizational performance | Their relationship between leadership style and organization | The results show that transformational psychology | Methodological |
Chan et al. (2020) | Entrepreneurial orientation of traditional and modern cultural organisations: Taylor & Francis | Examines how innovation culture is inculcated and embedded within two local organisations | Qualitative approach | In-depth interviews | Entrepreneurial Orientation | – | Modern culture | Modern and newer cultural and creative organizations k | In addition, personal psychological traits of the managers might also influence | It is deemed insufficient to propose any generalizable conclusion on the EO |
Argote and Miron-Spektor (2011) | Organizational Learning: From Experience to Knowledge. Jstor Journal | To provide a theoretical framework for analysing organizational learning | Qualitative approach | Observation | – | Organizational learning | – | – | Organizational learning improvement | Narrow focus only theoretical framework building |
Li et al. (2020) | Impact of Entrepreneurial Leadership on Innovative Work Behavior: Google Scholar | Aimed to explore the impact of entrepreneurial leadership on employees’ innovative work | Quantitative approach | Questionnaires (n = 350) | Entrepreneurial leadership on work behaviour innovativeness | – | – | A significant positive effect of entrepreneurial leadership on employees’ innovative work | Managers and leaders to improve their innovation style | Methodological limitation (cross-sectional) Measurement scale |
Lee et al. (2019) | Organisational culture and entrepreneurial orientation: Google Scholar | Examine the relationship between culture and entrepreneurship | Quantitative approach | Questionnaires (n = 406) | Entrepreneurial orientation | – | Organisational culture | Building upon the precepts of institutional theory | The use of single source data – | |
Kör (2016) | The mediating effects of self-leadership on perceived entrepreneurial orientation.Springer | Examining the mediating role of self-leadership | Quantitative approach | Questionnaires (n = 404) | Self-leadership based on entrepreneurial orientations | – | – | Participants’ perceptions about high levels of entrepreneurial orientation | For practitioners in the banking sector to facilitate innovative work behavior | Self-reported data from a single source may pose potential problems |
Harrison et al. (2018) | Entrepreneurial leadership in a developing economy. Emerald | To examine entrepreneurial leadership and to determine the entrepreneurial | Qualitative approach | Semi-structured Interview(n = 51 | Entrepreneurial leadership | – | – | Show the factors and conditions necessary for entrepreneurial leadership | Theory and practice | Sample size (small size used) Methodological |
Perpék et al. (2021) | Preferred leadership style, managerial and entrepreneurial inclination. Springer | Study was to use the database of a 2018 online survey to first identify the leadership styles | Quantitative approach | Online questionnaires (n = 335) | Entrepreneurial inclination and managerial | – | – | Managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations es | Used for theory and practices | Methodology data collection method |
Engelen et al. (2014) | The Effect of Organizational Culture on Entrepreneurial Orientation: Google Scholar | The present research is to determine to what degree EO is rooted in organizational culture | Quantitative approach | Questionnaires (n = 643) | Firm’s entrepreneurial orientation | – | organizational culture | Organizational culture is generally a barrier to entrepreneurial orientation | Contributes to the literature on entrepreneurial orientation | The theoretical model was empirically tested by survey data from only two countries |
Arafeh (2015) | An entrepreneurial key competencies’ model. Springer | The paper reviews the culture of entrepreneurship and entrepreneurial competencies | Desk review | Soft computing approach | Entrepreneurial model | – | – | Proposed to judge or evaluate the quality of the obtained entrepreneurial competencies | The potential, adequacy, and suitability of the soft computing approach s | Validating such models against benchmarked realistic data |
Felix et al. (2019) | Leadership as a driver of entrepreneurship. Emerald | Analyses the relationship between leadership and entrepreneurship | Mixed approach | Comparative entrepreneurship research(n = 34 countries) | Leadership as a driver entrepreneurship | – | – | Covers a gap in the cross-cultural evidence presented in the literature | Can be drawn for business and education | Impact of Leadership Country level |
Iqbal et al. (2022) | Entrepreneurial leadership and employee innovative behavior:.Emerald insight | To determine the relationship between entrepreneurial leadership and employee innovative behavior | Quantitative | Interview &Questionnaires (n = 343) | Entrepreneurial leadership and employee innovativeness | – | – | Strongly and positively related to employee innovative behavior | Managers can enhance employees’ affective commitment, creative self-efficacy | Self-report measure of innovative behavior |
Xie (2020) | Leadership and organizational learning culture. Emerald | To investigate how the relationship between leadership and organizational learning | Systematic literature review analyses | Peer reviewed Journal of (n = 42) | Entrepreneurial leadership | Organizational learning | – | A holistic view of the types of leaderships | An increasing trend of more research on the association between leadership and olc | Concentrated on few leadership style |
Lyndon and Pandey (2020) | Shared leadership in entrepreneurial teams. Emerald insight | To unravel the underpinnings of the phenomenon of shared leadership | Qualitative approach | In depth interview (n = 18) | Entrepreneurial teams through shared leadership | – | – | Team composition influenced leadership dynamics | Important insights for the investors | Methodological (qualitative approach only) |
Altinay et al. (2016) | The Interface between Organizational Learning Capabilities, Entrepreneurial Orientation. Google Scholar | Investigates the interface between organizational learning capability, entrepreneurial orientation (EO | Quantitative | Questionnaires (n = 350) | Entrepreneurial Orientation | Organization learning | – | A positive relationship between eo and sales and market share growth | Contributes to the small business management literature | Methodological limitation |
Gil et al. (2018) | The effect of leadership in the development of innovation capacity Emerald | to analyse the impact of leadership on culture and on the structure of learning | Quantitative approach | Ad hoc questionnaires (n = 116) | Innovation Capacity | Learning organization perspectives | – | Leadership affects culture and learning structure, and both impact on the innovation capacity | Essential in improving organisational development | Sample size Methodology |
Zhu et al. (2019) | Integrating organizational learning with high-performance work system and entrepreneurial orientation. Springer | to investigate the relationship between organizational learning and firm performance | Quantitative approach | Online Survey and on site questionnaires (n = 221) | Entrepreneurial orientation | Organizational learning | – | Reveals the significance of innovation and entrepreneurship | Offers several implications for practice | The data of this study are cross-sectional |