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CEO scanning behaviors, self-efficacy, and SME innovation and performance: An examination within a declining industry

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  • Rajiv Nag
  • François Neville
  • Nikolaos Dimotakis

Abstract

Studying the CEOs of small and medium enterprises (SMEs) in the US metalcasting industry—an industry that has been steadily declining for several years—we develop a theoretical model to examine how CEO scanning behaviors in the form of scanning intensity and proactiveness influence self-efficacy, which in turn influences firm innovation and performance. We extend theory and research by (a) demonstrating of the role and influence of SME CEOs over firm innovation and performance in declining industries, (b) illustrating how scanning provides social learning opportunities for CEOs that enhance their levels of self-efficacy, and (c) showing that self-efficacy mediates the effects of scanning on firm innovation and performance.

Suggested Citation

  • Rajiv Nag & François Neville & Nikolaos Dimotakis, 2020. "CEO scanning behaviors, self-efficacy, and SME innovation and performance: An examination within a declining industry," Journal of Small Business Management, Taylor & Francis Journals, vol. 58(1), pages 164-199, January.
    • Handle: RePEc:taf:ujbmxx:v:58:y:2020:i:1:p:164-199
    DOI: 10.1080/00472778.2019.1659676
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    Cited by:

    1. van Hugten, Joeri & Coreynen, Wim & Vanderstraeten, Johanna & van Witteloostuijn, Arjen, 2023. "The Dunning-Kruger effect and entrepreneurial self-efficacy: How tenure and search distance jointly direct entrepreneurial self-efficacy," Journal of Business Research, Elsevier, vol. 161(C).
    2. Klyver, Kim & Steffens, Paul & Nielsen, Suna Løwe, 2023. "Crisis response efficacy: Perceived ability to respond entrepreneurially to crises," Journal of Business Venturing Insights, Elsevier, vol. 20(C).

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