A strategic entrepreneurship framework for an emerging economy: reconciling dynamic capabilities and entrepreneurial orientation

Purpose This study aims to use dynamic capability theory to investigate the effect of entrepreneurial orientation and dynamic capabilities (DC) on the firm's entrepreneurial performance through strategic entrepreneurship (SE). Design/methodology/approach To address the research objective, the authors obtained data from larger organisations operating in an emerging Pakistani economy. Findings Findings reveal that, in emerging markets, DC are essential elements that influence the organisation's opportunity-seeking and advantage-seeking behaviours to ensure the firm's entrepreneurial performance. Research limitations/implications The present study implies that training is needed for the managers and team leaders of emerging market corporates to think entrepreneurially by revising the strategic goals of the corporate. Practical implications SE-based executive training should also be compulsory for the top management teams, including the board of directors for larger firms. Social implications SE is a critically important business concept and should be taught in the emerging market's business schools as a course at the graduate level. Originality/value This paper strengthens entrepreneurship literature by using a unique context of an emerging market and suggests a unique SE-based framework for the firms operating in emerging markets.