Unpacking the mechanisms of entrepreneurial bricolage for new venture growth: the mediating roles of new venture adaptiveness and innovative ambidexterity

Figures & data

Figure 1. Conceptual model.

Table 1. Respondents’ demographic profile.

Characteristics	Percentage, %
Gender
Male	66
Female	34
Age
20–30 years	35
31–40 years	44.6
41–50 years	18.5
Over 50 years	1.3
Education
Bachelor’s degree	25.4
Master’s degree	44.9
MBA/Post graduate degree	21.4
PhD	3.6
Other diplomas/certificates	4.3

Table 2. Measurement model.

Constructs/Items	Factor loadings	α	CR	AVE	Source
Entrepreneurial bricolage		0.903	0.922	0.574	Davidsson et al. (2017)
EB1: We usually find workable solutions to new challenges by using our existing resources.	0.805
EB2: We typically take on a broader range of challenges than others with our resources would do.	0.806
EB3: We use any existing resource that seems useful to responding to a new problem or opportunity.	0.790
EB4: We deal with new challenges by applying a combination of our existing resources and other resources inexpensively available to us.	0.793
EB5: When dealing with new problems or opportunities we immediately take action by assuming that we will find a workable solution.	0.789
EB6: By combining our existing resources, we take on a very broad variety of new challenges.	0.371
EB7: When we face new challenges, we put together workable solutions from our existing resources.	0.784
EB8: We combine resources to accomplish new challenges that the resources were not originally intended to accomplish.	0.796
EB9: To deal with new challenges we access resources at low or no cost and combine them with what we already have.	0.779
Innovative Ambidexterity		0.796	0.851	0.426	Jansen et al. (2009)
IA1: Our organization responds to demands that go beyond existing products.	0.481
IA2: We commercialize products and services that are completely new to our organization.	0.755
IA3: We frequently seek out new opportunities in new markets.	0.501
IA4: Our organization regularly uses new distribution channels.	0.474
IA5: We frequently make small adjustments to our existing products and services.	0.729
IA6: We continuously improve our production’s efficiency of products and services.	0.732
IA7: We continuously increase economies of scales in existing markets.	0.725
IA8: Our organization frequently expands services for existing clients.	0.731
New Venture Adaptiveness		0.884	0.920	0.742	Yu et al. (2020)
NVA1: We allow the business to evolve as opportunities emerge.	0.866
NVA2: We adapt what we are doing to the resources we have.	0.860
NVA3: We are flexible and take advantage of opportunities as they arise.	0.843
NVA4: We avoid courses of action that restrict our flexibility and adaptability.	0.877
New Venture growth		0.781	0.873	0.696	Yu et al. (2020)
NVG1: Sales growth	0.874
NVG2: Market share growth	0.850
NVG3: Employee growth	0.776

Abbreviations: α: Cronbach’s alpha; CR: composite reliability; AVE: average variance extracted.

Table 3. Heterotrait-monotrait ratio.

No	Constructs	1	2	3	4
1.	Entrepreneurial bricolage
2.	Innovative ambidexterity	0.502
3.	New venture growth	0.694	0.621
4.	New venture adaptiveness	0.704	0.581	0.694

Figure 2. Path analysis.

Table 4. PLS predictive relevance (Q²).

Items	PLS		LM		PLS-LM
	Q^2 predict	MAE	Q^2 predict	MAE	Q^2 predict
IA1	0.965	0.791	0.978	0.803	−0.013
IA2	0.821	0.679	0.829	0.682	−0.008
IA3	0.929	0.756	0.925	0.735	0.004
IA4	0.894	0.747	0.892	0.726	0.002
IA5	0.906	0.751	0.911	0.754	−0.005
IA6	0.84	0.674	0.846	0.685	−0.006
IA7	0.849	0.681	0.855	0.685	−0.006
IA8	0.856	0.701	0.86	0.708	−0.004
NVG1	0.623	0.514	0.287	0.115	0.336
NVG2	0.571	0.483	0.295	0.120	0.276
NVG3	0.783	0.663	0.788	0.657	−0.005
NVA1	0.664	0.564	0.656	0.556	0.008
NVA2	0.675	0.575	0.623	0.529	0.052
NVA3	0.695	0.583	0.673	0.556	0.022
NVA4	0.661	0.560	0.632	0.544	0.029

Table 5. Results of the structural equations model.

Hypothesis	Relationship among constructs	Original sample (O)	Sample mean (M)	Standard deviation (STDEV)	T statistics (|O/STDEV|)	F square	p values
	Direct Effect
H1	EB -> NVG	0.563	0.565	0.045	12.626	0.465	.000
H2	EB -> NVA	0.832	0.833	0.017	50.199	2.252	.000
H3	NVA -> NVG	0.320	0.317	0.051	6.311	0.143	.000
H5	EB -> IA	0.447	0.456	0.049	9.129	0.250	.000
H6	IA -> NVG	0.081	0.082	0.030	2.722	0.024	.007
	Indirect Effect
H4	EB -> NVA -> NVG	0.266	0.264	0.043	6.246		.000
H7	EB -> IA -> NVG	0.036	0.037	0.014	2.607		.009

Abbreviations: EB: entrepreneurial bricolage; NVA: new venture adaptiveness; NVG: new venture growth; IA: innovative ambidexterity.

Davidsson, P., Baker, T., & Senyard, J. M. (2017). A measure of entrepreneurial bricolage behavior. International Journal of Entrepreneurial Behavior & Research, 23(1), 114–135. https://doi.org/10.1108/IJEBR-11-2015-0256

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Yu, X., Li, Y., Su, Z., Tao, Y., Nguyen, B., & Xia, F. (2020). Entrepreneurial bricolage and its effects on new venture growth and adaptiveness in an emerging economy. Asia Pacific Journal of Management, 37(4), 1141–1163. https://doi.org/10.1007/s10490-019-09657-1

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