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? ??? ???  ???? ????  ???? ??? ???? ???? ??? ??? ??? ??? ???? ???? ???? ???. ???? ???? ???? ???  ???   , ? ??? ? ??? ??? ??? ???  . ???? ???? ???, , , ???? ??? , ,  ???? ???? ???? ??? ? ??? . ?? ??, ???   ???? ???? ???  ??? ???? ?? ?? ??? ????  . ????  ??? ???  ?? , ????   ?? .  ???? ??  ??? ???  ??  . ??? ??? ??? ??? ??? ??? ??? ???? ??? ???? ???? ???? ???   ??? ? ??  ??? ??? ????.The value of social network and entrepreneurial orientation has widely been acknowledged as a critical resource of business success. However, the previous studies did not specify each role and conceptually have examined them as separate antecedents of firm performance. This study develops propositions concerning network capabilities and investigates the moderating effects of network structures (degree centrality, closeness centrality, and betweenness centrality) on the relationship between entrepreneurial orientation and firm performance. This research conducted with a sample of 115 small consulting companies in Korea. The findings indicate that closeness centrality moderates the relationship between proactiveness and performance. Also, the combination of betweenness centrality and proactiveness exerts a positive impact on performance. Accordingly, degree centrality enhances the influence of innovativeness on performance. In particular, betweenness centrality exacerbates the influence of risk-taking on performance against our expectation. Overall, these findings conclude the synergistic effects of network capability and entrepreneurial orientation on firm performance. Finally, practical implications and academic propositions are presented regarding the way firms could most effectively utilize entrepreneurial orientation and network capability to maximize firm performance

The Impacts of CEOs' Entrepreneurial Orientation and Network Capability on Firm Performance