Organizational capacity and entrepreneurial behavior

• DOI: http://doi.org/10.1002/nml.21407
• Author: Fredrik O. Andersson,Per G. Svensson,Lewis Faulk
• Published date: 01 June 2020
• Date: 01 June 2020

RESEARCH NOTE

Organizational capacity and entrepreneurial

behavior

Per G. Svensson

1

| Fredrik O. Andersson

2

| Lewis Faulk

3

1

School of Kinesiology, Louisiana State

University, Baton Rouge, Louisiana

2

O'Neill School of Public and

Environmental Affairs, Indiana

University-Purdue University

Indianapolis, Indianapolis, Indiana

3

School of Public Affairs, American

University, Washington, District of

Columbia

Correspondence

Per G. Svensson, School of Kinesiology,

50 Field House Drive, Louisiana State

University, Baton Rouge, LA 70803.

Email: psvensson@lsu.edu

Abstract

In this research note, we examine the relationship

between organizational capacity and entrepreneurial

behavior in a global sample of 165 nonprofit organiza-

tions operating in a single, rapidly growing field of non-

profit activity. Our findings show a strong relationship

between organizations' entrepreneurial behavior and

levels of organizational capacity. We discuss our results

relative to the importance of both organizational capac-

ity and entrepreneurial behavior in a rapidly growing

nonprofit subsector. The results contribute to the con-

tinued development and refinement of theoretical and

empirical work on the causal links between organiza-

tional capacity and entrepreneurial behavior more

generally.

KEYWORDS

entrepreneurial behavior, entrepreneurial orientation, international

development, organizational capacity, sport-for-development

1|INTRODUCTION

The purpose of this research note is to analyze what differentiates entrepreneurial organi-

zations in a single nonprofit field from their less entrepreneurial peers. An underlying

assumption among social entrepreneurship scholars is that entrepreneurial ventures are

different. For example, scholars have argued that being entrepreneurial reflects the extent

to which a social venture takes venture-related risks, actively innovates, and behaves in a

proactive manner (Helm & Andersson, 2010; Morris, Webb, & Franklin, 2011; Pearce,

Fritz, & Davis, 2010; Voss, Voss, & Moorman, 2005). This study specifically examines

Received: 17 September 2019 Revised: 31 January 2020 Accepted: 10 February 2020

DOI: 10.1002/nml.21407

Nonprofit Management and Leadership. 2020;30:693–707. wileyonlinelibrary.com/journal/nml © 2020 Wiley Periodicals, Inc. 693