Yang, H.Dess, Gregory G.Robins, J. A.2019-07-182019-07-182018-06-230217-4561https://hdl.handle.net/10735.1/6711Full text access from Treasures at UT Dallas is restricted to current UTD affiliates (use the provided Link to Article). All others may find the web address for this item in the full item record as "dc.relation.uri" metadata.How can a firm harness its resources for releasing the potential of entrepreneurial orientation (EO)? In this study we investigate the moderating roles of both internal and network resource mechanisms on the relationship between EO and firm performance. Specifically, we argue that organizational structure (centralization and formalization) and coordination (knowledge integration), as well as firms’ connections with external stakeholders (business versus institutional networks) are critical for mobilizing resources to support EO activities. Using survey data in two Chinese industries, we find that centralization strengthens the positive relationship between EO and performance, while formalization weakens it. Interestingly, a firm’s business network also strengthens this relationship, while its institutional network dampens it. Finally, knowledge integration positively moderates this relationship.en©2018 Springer Science+Business Media, LLC, part of Springer NatureEntrepreneurshipBusiness enterprisesBusiness enterprises--FinanceComputer network resourcesarticleYang, H., G. G. Dess, and J. A. Robins. 2018. "Does entrepreneurial orientation always pay off? The role of resource mobilization within and across organizations." Asia Pacific Journal of Management, doi:10.1007/s10490-018-9584-x