1115 53 111

The Possibility of Enhancing Entrepreneurship Strate-gies from

the Perspective of the Relationship with the Strategic Orientation:
A Pilot Study of the Opinions of a Sample of administrators in
State Company for Drugs Industries and Medical Appliances in
Nineveh

Saied A. Mohammed (phD)

Lecturer
Department of Business Administration
University of Mosul
allseed@yahoo.com

211/3/27 2111/12/21
]136[ .. ..

:
The Possibility of Enhancing Entrepreneurship Strategies from the
Perspective of the Relationship with the Strategic Orientation:
A Pilot Study of the Opinions of a Sample of administrators in State
Company for Drugs Industries and Medical Appliances in Nineveh
Set by: Saied A. Mohammed (PhD)
Abstract
The present research aims to reveal the relationship between strategic
orientation by its dimensions the (vision, mission, objectives, values and strategy)
and entrepreneurial strategies in business organizations under the strategx entities for
the contemporary environment which is severe, highly competitive and rapidly
changeable. According to this perspective, the present study deals with the possibility
that the strategic orientation by its dimensions can share in enhancing the
entrepreneurial strategies through a pilot study in State Company for Drugs Industries
and Medical Appliances in Nineveh, to achieve the aim of the present study a special
questionnaire was adopted depending on the opinion of a sample of administrators in
this company. The data were statistically analyzed to investigate the relation ship
between strategic orientation and entrepreneurial strategies, and accordingly a zroup
of conclusions were obtained in addition to certain recommendations was suggested'

Keywords: Strategic Orientation Strategic Vision. Strategic Mission. Strategic

Objectives. Values- Strategy. Entrepreneurship Strategies
[]137

:








:
.

1 .
[]141 .. ..

*

/





.

.
:
: .
: .
: .
: .
-

.





.

*
:

.
[]141
:
.1

.2

.3

-
:
.1
.
.2

.
:
.1

.2
.
.3 .

.
.1
.
.2 .
.3 .
.4 .
-
:
.
: .
: .
[]141 .. ..

.


34 3
31 .

-


:
.
:
.

-



5 4
3 2 1 .
33
25.

-
SPSS
V12 :
.1
.
.2
.
[]145

-

- Strategic Orientation





.
Porter
1981 1985
(Shirish,
).Thompson and Partha, 2007, 138-139
2115
.

2117 121 ) (Colins and (Certo and Peter) Porras
Vision Mission
Values
. 2114 85

. 2114 169

.
) (McDowell. 2005, 20

. 2113 49

.
Health Association) (NEHA National Environmental

[]142 .. ..

) (Shermerhorn, 1999, 262
. 2111 35

.
2116 6
. Bronn
and Bronn 2002, 247


.
) (Mintzberg, Quinn and Ghoshal, 1999, 761


) (Hitt, et al, 2000, 449-467
(NSPSC) Nova Scotia Public Service Commission
.

) (Mintzberg
2118 . 21



.

. 2117 8
. :
.
. :
.
[]143
. :

.


1

1

: .

-


.
) (Asan, Soyer and Polat. 2002. 287
Mission
Core Competences
Values ) (Scenario .

) (Strategic Vision
.
) (Certo, Peter and Ottensmeyer, 1999, 55
.
) (Certo: et al., 1999. 67 :
.1 .
.2 .
.3 .
[]144 .. ..
) (Boseman, Phatak, 1989, 50
. 2114 88

2113 49

2115 4 .
.
.1 Strategic Vision

). (James and Jack, 2005, l
(Thompson, Arthur and
) Strickland, 1995, 41-42

. 2

2

Source: Thompson, JR., Arthur A. and Strickland III A.J. (1995). "Strategic Management: Concepts
and Cases. McGraw-Hill, Boston.
) (Lynch, 2006, 351 ) (Hussey, 1993, 185
. (Mintzberg,
) et al., 1999, 377 .
) (Raynor, 1998, 368 ) (Vandermerve, 1995, 79 (Ehmke, et al., 2005,
) 6 : ) (Kotter, 1996, 72
: Imaginable Desirable Focused
Flexible Feasible . Communicable


.
[]145
.3 Strategic Mission

.


1998 .(Ricky and Michael, 1998, 386) 41
) (Lynch,2006,425
. ) (Gareth and Jnnifer, 2003, 678
.
1998 71

) (Collin and Porras, 1996, 74
.


.
.3 Strategic Objectives


2117 . 221
) (Wright, et al., 1996, 60
.
) (Mintzberg, el ah, 1999, 5

2114 946

.
2111 56 -55
.
.
[

[]146 .. ..

. 3

Source: www.sterens.ed/provost/fileod min provost/PDF/faculty Handbook-section re- vised-24 jul

2008 PDF-mission and Key Objectives.

.4 Values

.
) (Collins and Porrac, 1996, 65
. 2111 157
. (Logan, 2004,
) 2
. 2117
141 -139 :

.
2114 195 2115 55
:
.1 [ .
.2 .
.3 .
.4 .
.5 .
.6 .
.7 .
.8 .
.9 .
[]147
) (Hugh and Mahen,. 2000, 257

.


.
.5

) (Stratos ) (Agein Strategos
2117 31 2115 24
2115 . 916

) (Newman 2117 . 129
Ansoff (Ansoff,
) 1995, 10 Drucker
2115 . 26

2118 . 29 ) (Porter
).(Porter, 1998, 62
) (Thompson, el al., 2001, 31

2111 . 15


.

- Entrepreneurship Strategies
.1


:
).(Sherma and Chrisman, 1999, 17
) (Hisrich and Peters, 2002, 10 :

[]151 .. ..
)(Land and Storm
:
)(Mjornvik and Sanfridsson, 2008, 14 ) (Lynch :

)(Lynch, 2006, 742 2117 168 :

) (Gradner :
).(Pachulia and Henderson, 2009. 5
:
:

.
.1


:
)(Luke, 2005, 20 ) (Baron :
).(Baron, 2008, 328
:

.
.5
) (Zahra
)(Roux and Couppey, 2007, 60 :

) .(Lassen, 2007, 109 ) (Wolcott and Lippitz
4 :
[]151
2

Source: Wolcott R. C. and Lippitz M. J., (2007), The Four Models of Corporate
Entre-preneurship, MIT Sloan Management Review, 49, Vol. 49, No. 1: 75-
82.
.1 )(Opportunist Model
.2 (Enabler Model) .
.3 (Advocate Model) .
.4 (Producer Model) .
.2

.

)(Covin, 1991 , 439-462 (Lumpkin and Dess, 1996, 135-
) 172
. )(Stevenson and Jarillo, 1990. 17-27
.

.
.5

) .(Park and Bae,2004,81 -105
: (Miller
) .and Friesen. 1983, 1-25
2118 . 88

) (Mintzberg) (Miller :
) .(Covin and Slevin, 1991, 7- 25 ) (Lumpkin and Dess
(Lumpkin and
) .Dess, 1996, 85- 172 ) (Belinda :
) .(Luke, 2005, 34
) (Tantau, 2008, 73- 80
.
[]151 .. ..
2118 . 91 -89
:
.1 Innovation Strategy

2113 . 22 Zhan and Dechoolmeester

) (Zhan and Deschodmeester, 2006, 10

.

.
.1 Uniqueness Strategy


(Lie,
)Monline and Ekeberg, 2004, 60-64 :


2118 . 91

.
.5 Risk-Taking Strategy

(Pachulia and
)Henderson, 2009, 17 : (Chen, et al, 2005, 199-
) .212
)(McCorthy and Leavy, 1999, 126- 1469 (Hisrich and
) Peters, 2002, 18 .
[]155
(
).
.2 Proactiveness Strategy

) (Lumpkin and Dess, 1966, 146
)(Wiklund, 1999, 4
:
:
.
:

) .(Morries et al., 2008, 55

.
[]152 .. ..
-

-
.1
1 :
1


% % % % %
1.937 3.71 3.2 1 6.5 2 22.6 7 51.6 16 16.1 5 X1
1.113 3.83 6.5 2 3.2 1 9.7 3 61.3 19 19.4 6 X2
1.989 3.61 3.2 1 6.5 2 35.5 11 35.5 11 19.4 6 X3
1.16 3.48 3.2 1 12.9 4 35.5 11 29 9 19.4 6

X4
1.216 3.45 6.2 2 22.6 7 6.5 2 48.4 15 16.1 5 X5
1.118 3.193 9.7 3 12.9 4 35.5 11 32.3 11 9.7 3 X6
1.15 3.55 5.4 11.7 24.2 43.1 16.6
1.948 3.96 - - 12.9 4 6.5 2 51.6 16 29 9 X7
1.716 3.69 - - 3.2 1 16.1 5 61.3 19 19.4 6 X8
1.159 3.45 - - 22.6 7 29 9 29 9 19.4 6 X9
1.652 3.67 - - 3.2 1 32.3 11 58.1 18 6.5 2 X10

1.833 3.8 - - 6.5 2 25.8 8 48.4 15 19.4 6 X11
1.85 3.45 - - 12.9 4 38.7 12 38.7 12 9.7 3 X12
1 4 - - 9.7 3 19.4 6 32.3 11 38.7 12 X13
1.84 3.72 11.1 23.9 45.6 21.27
1.112 3.72 - - 16.1 5 22.6 7 38.7 12 22.6 7 X14
1.872 3.8 - - 6.5 2 29 9 41.9 13 22.6 7 X15
1.893 3.74 - - 9.7 3 25.8 8 45.2 14 19.4 6 X16
1.159 3.54 - - 22.6 7 19.4 6 38.7 12 19.4 6

X17
1.882 3.61 3.2 1 3.2 1 35.5 11 45.2 14 1.9 4 X18
1.112 3.35 3.2 1 22.6 7 25.8 8 32.3 11 16.1 5 X19
1.111 3.9 3.2 1 9.7 3 6.5 2 54.8 17 25.8 8 X20
1.98 3.66 1.4 12.9 23.5 42.4 19.8
1.992 3.58 - - 19.4 6 19.4 6 45.2 14 16.1 5 X21
1.843 3.61 - - 6.5 2 41.9 13 35.5 11 16.1 5 X22
1.893 3.74 - - 9.7 3 25.8 8 45.2 14 19.4 6 X23
1.929 3.74 - - 12.9 4 19.4 6 48.4 15 19.4 6 X24

1.214 3.41 6.5 2 16.1 5 29 9 25.8 8 22.6 7 X25

1.16 3.29 3.2 1 29 9 19.4 6 32.3 11 16.1 5 X26
1.3 3.32 6.5 2 22.7 7 32.3 11 9.7 3 29 9 X27
1.15 3.53 2.3 16.6 26.7 34.6 19.8
[]153

% % % % %
1.182 3.25 6.5 2 25.8 8 16.1 5 38.7 12 12.9 4 X28
1.963 3.16 3.2 1 25.8 8 38.7 12 25.8 8 6.5 2 X29
1.824 3.29 3.2 1 6.5 2 54.8 17 29 9 6.5 2 X30

1.144 2.9 6.5 2 32.3 11 32.3 11 22.6 7 6.5 2 X31
1.118 3.41 3.2 1 19.4 6 29 9 29 9 19.4 6 X32
1.186 3.22 6.5 2 19.4 6 29 9 35.5 11 9.7 3 X33
1.14 3.19 4.83 21.5 33.3 31.1 11.2

:
1 :
: .
43.6 ) (X1, X2


) (X6 .
: 1 .
55.77 ) (X7, X8

)(X9, X12

.
: 1 .
47.9 ) (X20

) (X19
.
: 1 .
35.5 ) (X24

) (X27
.
: 1 13.97 .
) (X28
[]154 .. ..
) (X31
.
.2
1


% % % % %
1.836 4.13 - - 3.2 1 22.6 7 41.9 13 32.3 11 X34
1.275 3.19 9.7 3 22.6 7 25.8 8 22.6 7 19.4 6 X35
1.135 3.19 6.5 2 25.8 8 32.3 11 22.6 7 12.9 4 X36

1.148 3.58 3.2 1 19.4 6 16.1 5 38.7 12 22.6 7 X37
1.978 3.9 3.2 1 - - 22.6 7 32.3 11 41.9 13 X38
1.144 3.65 3.2 1 6.2 2 19.4 6 38.7 12 32.3 11 X39
1.17 3.65 4.3 - 22.58 - 23.1 - 32.79 - 26.88 -
1.128 3.161 9.7 3 19.4 6 22.6 7 41.9 13 6.5 2 X40
1.216 3.45 9.7 3 12.9 4 16.1 5 45.2 19 16.1 5 X41
1.174 3.38 6.5 2 16.1 5 29 9 29 9 19.4 6 X42

1.989 3.61 3.2 1 9.7 3 25.8 8 45.2 14 16.1 5 X43
1.447 2.81 29 9 12.9 4 19.4 6 25.8 8 12.9 4 X44
1.152 3.16 12.9 4 12.9 4 38.7 12 25.8 8 9.7 3 X45
1.196 2.96 9.7 3 25.8 8 38.7 12 9.7 3 16.1 5 X46
1.18 3.2 11.52 - 15.66 - 27.2 - 31.79 - 13.82 -
1.84 3.72 - - 16.1 5 22.6 7 38.7 12 22.6 7 X14
1.165 3.32 6.5 2 19.4 6 25.8 8 32.3 11 16.1 5 X47
1.145 3.38 6.5 2 12.9 4 35.5 11 25.8 8 19.4 6 X48
1.175 3.22 9.7 3 16.1 5 29 9 32.3 11 12.9 4 X49

1.51 3.45 6.5 2 12.9 4 29 9 32.3 11 19.4 6 X50

1.157 3.41 6.5 2 9.7 3 32.3 11 38.7 12 12.9 4 X51
1.179 3.51 6.5 2 12.9 4 25.8 8 32.3 11 22.6 7 X52
1.15 3.38 6.89 - 13.97 - 29.6 - 32.25 - 17.2 -
1.972 3.71 3.2 1 9.7 3 16.1 5 54.8 17 16.1 5 X53
1.916 3.71 - - 9.7 3 29 9 41.9 13 19.4 6 X54
1.135 3.9 6.5 2 6.5 2 9.7 3 45.2 14 32.3 11 X55
1.833 3.8 - - 3.2 1 35.5 11 38.7 12 22.6 7

X56
1.894 4 - - 6.5 2 19.4 6 41.9 13 32.3 11 X57
1.229 3.38 6.5 2 16.4 6 25.8 8 25.8 8 22.6 7 X58
1 3.75 2.68 - 9.13 - 22.6 - 41.39 - 24.19 -

:
2 :
[]155
: 2 32.79 .

) (X38, X34
.
) (X36
.
: 18.43 .
) (X43, X41


. ) (X46
.
: 2 .
28.59
) (X52
) (X49, X48

.
: 2 .
53.77 ) (X55
ISO .
) (X58

-

3
R 1.821 1.15
1.692 1.666
1.725 1.781 1.838 3 .
[]156 .. ..
5




R= 0.820 T= 3.20 1= 4.22 T= 3.02 T= 3.82 T= 2.26
R2= 74.5 P= 0.002 P= 0.00 P= 0.00 P= 0.01 P= 0.04
F= 14.57 B= 0.597 B= 0.611 B= 0.590 B= 0.560 B= 0.430
SIG P= 0.00 R*= 0.838 R*= 0.781 R*= 0.725 R*= 0.666 R*= 0.692
:
:

F
14.57 P. Value 1.111
75.5 ) (R2

3
1.431 1.561 1.591 1.611 1.597
.


3
B 1.611 t 4.22 P. Value
1.11 .1.11

.
B 1.431 t 2.26 P.
Value 1.14 1.15

.

.1 :


.
[]157


.

.
.2


.
.3
.
.4 .
.5

.

.1
.
.2

.
.3

.
.4
.
.5
.
.6
.
.7

.
[]161 .. ..


-
2115 .1
.
2114 : 1 . .2
2117 .3
15 .
2116 .4
.
2117 .5
.
)National Environmental Health Association (NEHA .6
www.neha.oig/pdf/about/NEHA%stiategic%20.Driection.pdf.
2118 : .7
. 2112
2111 : .8
.
2114 1 .9
.
2112 .11
9 . 29
2115 1 .11
.
2111 .12
.
2118 - .13
.
2115 : .14
.
2114 .15
) (WTO .
2117 . .16
2117 1 .17
.
2115 . .18
2111 2 .19
.
1998 .21
.
2113 .21

.
]161[
. 2113 .22
: 2118 .23
.
.Nova Scotia Public Service Commission (NSPSC) Scotia
.24
. 1998
.25

-
1. AnsofE H L, (1995), Corporate strategy, McGraw-Hill Book Company. N Y.
2. Asan, U., Soyer, A and Pobt, S., (2002), An integrated approach for strategic
concepts generation and its application in higher education : A Case Study.
Proceedings of the International Conference on Fuzzy System and Soft
Computational Intelligence in Management and Industrial Engineering. Istanbul
Turkey. May 29-31.
3. 3aroa R A.. (2008). The Role of Affect in the Entrepreneurial Process. Academy
of Management Review. VoL 33, No. 2:328-340.
4. 3oseman. G.. and Phatak A. (1989). Strategic Management. Text and cases. 2
Ed. John Wiely and Sons, N.Y.
5. 3ronn P. Simeic and Bronn C., Issues Management as a basis for
strategicorientation Journal of Public Affairs. VoL 2 No. 4. 2002. Norway.
6. Certo. S.. Peter. J.P.. and Ottensmeyer E.. (1999). The strategic Management
Process. USA 3rd.. Rxhard D. Irwn Hnc.
7. Chen J., Rilly. R R., Lynn. G. S.. (2005), The impacts of speed- market on new
product process. The moderating effects of uncertainty. IEEE. Transaction on
Engineering Management. 52 (2).
8. Collets. J. C. and Porras. JL, (1996). 3uilding Your Comp any s Vision Harvard
Business Renew, 74 (5). www gov.ns.capscvNe pdf hrcentre resources ode
compentency
9. Covm, J. F., (1991), Entrepreneurial Versus Conservative. A Comparison of
Strategies and Performance. Journal of Management Studies. VoL 28:439-462.
10. Covm J G. and Slevin D. P., (1991), A Conceptual Model of Entrepreneurship
As Srms 3ehanor. Entrepreneurship Theory and Practice. Fall: 7-25.
]161[ .. ..
11. Ehmke. C.. Bobbins C., Gax A. Boehlje and Miller A, (2005). Farm Business
Management for the 21st. Century, "Developing Vision and Mission Statement"
Purpue University, www cec purduo.edu extmediaEcEc-720.pdf
12. Gareth. R Jones and Jennifer. M. C-eorse. (2003). Contemporary Management.
3"1 Edition McGraw-Hill Irwm. USA
13. Hisnch R. D. and Peters. M P.. (2002), Entrepreneurship. Fifth edition McGraw-
Hill. USA
14. Hitt. Michal A., M. Tina Dacin Edward Levitas, Jean-Luc ArTegle. and Anea
Borza (2000), 'Partner Selection in Emerging and Developed Mar vet Contexts.
Resource- Based and Organizational Learning Perspective. "Academy of
Management JoumaL VoL 43, No.3.
15. Hugh. M., and Mahen T., (2000), Strategic Management. Process. Content, and
Implementation Oxford University Press. UK
16. Hussey. D E. Led, N., (1993). International Preview of Strategic Management.
VoL4. Wiley. Chxhester.
17. James. N. Fuller and Jack C. Green (2005), The Leaders Role in Strategy
Graziacl Business Report. A Journal of Relevant Business Information and
Analysis. VoL 08, Issue 2. Pepperdine University.
18. Jane. Logan (2004), Mission Vision Values, Logan Strategy The Canadian
Association in March www.Loganstrategy.com.
19. Kotter, John P., (1996). Leading Change. Harvard Business School, Press. 3ston
Massachusetts.
20. Lassen. A. H. (2007), Corporate Entrepreneurship. An Empirical Study of the Im-
portance of Strategic Considerations in the C reation of Radical Innovation
Managing Global Transitions. VoL 4. No. 2: 109-131.
21. Lie. H. T., Moulin A.. .And Eke berg T., (2004), Innovation Uniqueness and IPE.
strategy, Telektranikk. VoL 2.
22. Luke. 3., (2005), Uncovering Strategic Entrepreneurship: An Examination of
Theory and Practice Master Thesis in Business. Auckland University of
Technology.
]165[
23. Lumpkin G. T and Dess. G. G, (2001). Linking Two Dimensions of
Entrepreneurial Orientation to firm Performance: The Moderating P.ole of
Eir.ironr.ien: and Industry Lifecycle. Journal of Business Venturing. VoL 17:
429-451.
24. Lumpkin G. T. and Dess. G. G., (1996), Clarifying the Entrepreneurial
Orientation Construct and hnking it to Performance. Academy of Management
Review, VoL 21: 135-172.
25. Lynch. Clifford F., (2000). Managing the out Sourcing relationship, supply Chain
Management Review. Vol. 4, No. 4.
26. Lynch. R. (2006). Corporate strategy'. 4,h ed.. Prentice Hafl. England
27. McCarthy. 3. and Leavy. B., (1999). The Entrepreneur Fdsk Perception and
Change Over Time. A Tvpology Approach. Irish Business and Administration
Research. Vol. 12/20, No. 1: 126-140.
28. Miller, D. and Fnesen P., (1983), Innovation in Conservative and Entrepreneurial
firms. Two Models of Strategic Momentum. Strategic Management Journal. VoL
3: 1- 25.
29. Mmtzberg H., Quinn J. Brian and Ctoshatn. (1999). The strategy- process. P-
evised European Edition P^ason Education Limited. England.
30. Mjomvik. J. and Sanfndsson M, (2008), Management control systems and
entrepreneurship in Lusaka-A minor field study in Zambia. Master thesis m
3usmess Administration Hanaelshogskolan \TD C-oteborges Umversity
31. Moms, M. H.. Kuratco, D. F. and Covin, J G., (2008), Corporate
Entrepreneurship and Innovation Entrepreneurial Development with Organization
Thomson South- Western Second Edition USA-
32. Pachulia. G. and Henderson L., (2009). The Relationship 3etween Emotional
Intelligence and Entrepreneurial Orientation Observed within Owner-Maoagers
who lead SmalL High Tech Firms in Syveden. Master Thesis Within Business
Administration Entrepreneurship. Jonkoping International Business SchooL
Jonkoping University.
]162[ .. ..
33. Park. S. and 33e. Z_, (2004), New Venture Strategies m a Developing Country:
Identifying a Typology and Examining Growth Patterns through case studies.
Journal of 3usiness Venturing. VoL 19: 81-105.
34. Porter. M., (1998), Competitive strategy. Techniques for Analyzing .Industries
and Competitors, New introduction copyright, the nee press. New York. U.SA..
35. Raynor. M. E.. (1998). That vision thing Do we need it? Long F-ange Planning.
31(3).
36. Ricky. W. Gnffin and Michael W. Pustay (1998). International Business. A
Managerial Perspective. Second Edition USA
37. Roux. Y. and C'ouppey. M . (2007), Investigating The Relationship Between
Entrepreneurial and Market Orientations Within French SMEs and linking it to
Performance. Master Thesis in 3usinss and Economics. Umea School of
3usiness and Economics. Umea University
38. Schermerhom. John R, (1999). Management. John Wiley and Son Inc.. New York
39. Sherrna. P.. and Chrissman. J.J., (1999), Towards a reconciliation of the
definitional issues in the field of corporate entrepreneurship. Entrepreneurshqj
Theory' and Practice. (Spring)
40. Shirish C. Srivastava. Thompson S.H. Teo and Partha S Mhaparta. Dose the
strategic orientation of a firm Guide its Degree of offshoring? 11th Pacific-Asia,
C onference on Information System, yvww p3c1s-net.org file 2007/1 lg5.pdf
41. Stevenson H. H and Janllo. J. C., (1990), A Paradigm of Entrepreneurship:
Entrepreneurial Eanagement. Strategic Management JournaL VoL 11:17-27.
42. Taut.-m. A. D., (2008), Common Dimension* for Entrepreneurship and Strategy:
Tbe Need for Strategic Entrepreneurship. Management and Marketing. Colon
Press. England
43. Thonrpsoa JR. Arthur. A and Smckland II A J, (2001). Strategic Management.
Concept and Cases. H^ed.. McGraw-Hill Irwin. U.S.A
44. Thompson JR.. Arthur A. and Strxkland m AJ. (1995). Strategic Management.
Concepts and Cases. McGraw. 3ston.
]163[
45. Yandermerve. S., (1995). The process of Market-Driven Transformation. Long
Range Planning. 28 (2).
46. Wiktund. J., (1999). Enrepreneunal orientation as predictor of performance and
Entrepreneurial behavior in small Srms- Longitudinal Evidence
47. Wolcott. RC and Lippitz. MJ.. (2007), The Four Models of Corporate
Enrepreneur- ship NUT Sloan Management Review VoL 49. No. 1: 75-82.
48. Wright P.. Kroll MJ.. and Parnell J., (1996). Strategic Management. Concept and
Cases. 3rd ed.. Premx e-Hill Int. N.J.
49. www. sterens ed provost fileod min provost PDF feculry Handbook -sectionre-
osed-24 jul 2008 PDF-mission and Key Objectives.
50. Zhan. J. and Deschoolmeester. D., (2006), The Contextual Determinants Behmd
the Entrepreneurial Behavior Within 3D of Entrepreneurial Onentation: Evidence
from the SMEs in China. International Retail and Marketing Preview.