Yes / An ability to act upon an entrepreneurial opportunity has been noted to be a major driver of new venture success. However, scholarly knowledge is limited on how and when entrepreneurs’ alertness to entrepreneurial opportunities drives new venture success. The current study addresses this gap in the entrepreneurship literature by arguing that variations in new venture performance are a function of levels of entrepreneurial alertness and networking capabilities. Using primary data gathered from 203 new ventures operating in a sub-Saharan African economy, Ghana, the study finds that increases in the levels of entrepreneurial alertness are related to increases in new venture performance. Additionally, the study finds that, under conditions of increased use of social and business networking capabilities, the potency of entrepreneurial alertness as a driver of new venture success is amplified. Theoretical, managerial and policy implications of these findings are discussed.

Yes / Despite the growing research on the influence of entrepreneurs’ improvisational behavior on organizational outcomes, there is limited understanding of the specific firm-level and institutional conditions under which entrepreneurs’ improvisational behavior can effectively drive the success of new ventures. This paper contributes to filling this gap by investigating the moderating effects of financial resource capability and institutional support on the relationship between entrepreneurs’ improvisational behavior and new venture performance. The study’s theoretical model is validated by employing confirmatory factor analysis and hierarchical regression on primary data obtained from 395 new ventures in Ghana. The results reveal a significant positive moderating effect of financial resource capability on the relationship between entrepreneurs’ improvisational and new venture performance. In addition, the findings show that the effectiveness of improvisation behavior in driving a firm’s success depends on the level of institutional support. Overall, the findings provide a more nuanced explanation of the link between entrepreneurs’ improvisational and firm performance. Implications for research and practice are discussed.