Gregory G Dess

Biographic Data

ID9083775
NAMEGregory G Dess
GIVEN NAMESGregory G
FAMILY NAMEDess
SIGNATUREDESS G G
VERIFIEDNo
TOTAL WORKS5
TOTAL CITATIONS0
WORKS AS AUTHOR5
WORKS AS EDITOR0
FIRST PUBLICATION YEAR1984
LATEST PUBLICATION YEAR2015
H-INDEX0

  • Entrepreneurial Orientation

    Open AccessG T Lumpkin, Gregory G De et al.CHAPTERWiley Encyclopedia of Management2015

    Entrepreneurial Orientation (EO), one of the central concepts in the entrepreneurship literature, refers to the configuration of practices, policies, and processes that provide insights into the creation of entrepreneurial actions and decisions. Early research and theory building drew on the work of Miller (1983) and focused on three dimensions: innovativeness, risk taking, and proactiveness. However, recent work has incorporated the additional d…

  • Linking two dimensions of entrepreneurial orientation to firm performance

    Open AccessG T Lumpkin, Gregory G De et al.ARTICLEJournal of Business Venturing2001

  • Changing roles

    Open AccessGregory G De, Gregory G Dess et al.ARTICLEOrganizational Dynamics2000

  • Clarifying the Entrepreneurial Orientation Construct and Linking It to Performance

    G T Lumpkin, Gregory G De et al.ARTICLEAcademy of Management Review1996

    Clarifies the nature of the entrepreneurial orientation (EO) construct and proposes contingency models for investigating the relationship between EO and firm performance. EO is contrasted to entrepreneurship. Entrepreneurship is new entry. Entrepreneurial orientation is the processes, practices, intentions, and decision-making activities leading to new entry. It has five key dimensions: autonomy, innovativeness, risk taking, proactiveness, and co…

  • Measuring organizational performance in the absence of objective measures

    Open AccessGregory G De, Gregory G Dess et al.ARTICLEStrategic Management Journal1984

    Strategic management researchers often encounter problems obtaining objective measures of selected aspects of organizational performance that are reliable and valid. With privately‐held firms, such data are frequently unavailable. With conglomerate business units, all or parts of such data are inextricably interwoven with corporate‐wide data. This paper examines the usefulness of subjective performance measures, obtained from top management teams…