GONZAGA JERICHO HERRY H.

5-9-21
OM2A HRD 102
Project Based Learning
Summary and Review of Journals
Rationale

The purpose of the Summary and Review of Journals is to require a student to read carefully
and digest three (3) journals (research outputs) that are related to Entrepreneurial Management.
This academic requirement will provide an opportunity that will help the student to hone their
skills in reading comprehension and analysis.

Components
The summary and review of journals should include the following components:

1. Introduction – Give a brief introduction to give the necessary background to the journals
and state its purpose (in your own words). Why were the journals conducted? What was it
about? (20 points)

- In the first research output that I have found entitled “Effects of shared vision and
integrations on entrepreneurial performance: Empirical analyses of 246 new
Chinese ventures”, it aims to look at the potential benefits and effects of shared
vision and integration on new Chinese venture management. This also explains
the effect of mutual vision and internal or external integration on entrepreneurial
success by looking at new businesses rather than existing businesses.

The second research output entitled “Strategic entrepreneurship: origins, core

elements and research directions” aims to understand in recent years, academic
and practitioner interest has grown in the issue of how to combine strategic and
entrepreneurial management to achieve a better balance between advantage and
opportunity seeking behaviors. However, there is little agreement on the
definition, constituents, and operation of the idea of "strategic entrepreneurship"
(SE).

Lastly, the thirst research output “Entrepreneurial management, entrepreneurial

orientation and Turkish small firm growth” aims to study and look into the
relationship between entrepreneurial orientation (EO) and entrepreneurial
management (EM) and how they affect small business development. The strategic
dimension is regarded as EO, and it is assumed that EO will decide the scope of
EM practices, which will ultimately affect firm growth.
2. Findings – In your own words discuss the major findings and results of the journals. How
useful or significant is this (what did the authors say about it?) (20 points)
 - The findings of “Effects of shared vision and integrations on entrepreneurial
performance: Empirical analyses of 246 new Chinese ventures”show that
entrepreneurial ambition and mutual vision are positively linked. Shared vision, in
particular, has a fruitful relationship with both internal and external integration.
Internal integration also has a positive relationship with entrepreneurial success.
While external integration is critical during the start-up of a new business, the
results of the analysis show that it is not strongly linked to entrepreneurial
success.

The findings of “Strategic entrepreneurship: origins, core elements and research

directions” proposes an alternative model of SE based on this study, as well as
four primary research areas and research questions to guide future research. These
findings suggest ways to improve our understanding of how SE could work in
theory and practice.

The findings of “Entrepreneurial management, entrepreneurial orientation and

Turkish small firm growth” show that EO has an effect on firm growth in this
report. As EO is combined with EM, our model's explanatory capacity improves.
As a result, it can be inferred that when EO is accompanied by sufficient
management practices, it produces better results.

3. Conclusions – you shall summarize the researchers’ conclusions. What was the major
outcome of the journals? (20 points)
 - The conclusion of “Effects of shared vision and integrations on entrepreneurial
performance: Empirical analyses of 246 new Chinese ventures” suggest that the
integration process during the creation of new businesses relies heavily on shared
vision. The findings of this study indicate that newly formed firms must expend
more effort in integrating external capital than existing firms.

The conclusion of “Strategic entrepreneurship: origins, core elements and

research directions” that there is a disadvantage and a lack of study when it
comes to the integration of external factors affecting and shaping the SE
mechanism. Furthermore, while the authors attempted to study, evaluate, and
comprehend its place in the literature on entrepreneurship and strategic
management, the full spectrum of its strengths and limitations could not be
grasped.

The conclusion of the last research output “Entrepreneurial management,

entrepreneurial orientation and Turkish small firm growth” suggest that the
implementation of these scales in a different environment has significant
consequences for researchers. Some variables were eliminated as a result of the
factor analysis. With growth, EO's risk-taking dimension revealed negative
results. As a result, certain aspects of these definitions must be described in terms
of culture.

4. Personal comments – Give reactions to the journals? Such as: What did you learn from
the journals? How might you apply the results in a future career. (20 points)

- What I've learned is that there are different factors that make managing a business
difficult to do as a manager or a business owner. From sharing the same vision,
especially when making a new business enterprise is important to making said
business successful to some models of entrepreneurial management are risky to
take and cause a negative result as a small enterprise. I can apply these research
outputs as information that I can use to avoid certain problems when it comes to
managing my own business someday.