In this study, we examine the entrepreneurial orientation (EO), political behavior, and discretion of leaders within an organization’s strategic business unit (SBU) customer portfolio teams to determine whether and how an SBU team’s political environment affects its performance. Building upon EO as theory of new value creation, we argue that politically charged SBU teams are less capable of translating EO into improved performance. However, we observe the harmful influence of SBU team politics on the EO-performance relationship is partially alleviated when SBU team leaders have greater discretion over their units’ actions. We examine our theoretical model using robust data collected from 320 SBU team leaders and 1181 reporting SBU project managers within a large multi-national information technology firm headquartered in India. Implications for theory and practice are discussed.
AikenL. S.WestS. G. (1991). Multiple regression: Testing and interpreting interactions. Sage.
2.
AliJ.JabeenZ. (2022). Understanding entrepreneurial behavior for predicting start-up intention in India: Evidence from global entrepreneurship monitor (GEM) data. Journal of Public Affairs, 22(1), Article e2399. https://doi.org/10.1002/pa.2399
3.
AndersonB. S.CovinJ. G.SlevinD. P. (2009). Understanding the relationship between entrepreneurial orientation and strategic learning capability: An empirical investigation. Strategic Entrepreneurship Journal, 3(3), 218–240. https://doi.org/10.1002/sej.72
4.
AndersonB. S.EshimaY. (2013). The influence of firm age and intangible resources on the relationship between entrepreneurial orientation and firm growth among Japanese SMEs. Journal of Business Venturing, 28(3), 413–429. https://doi.org/10.1016/j.jbusvent.2011.10.001
5.
ArmstrongJ. S.OvertonT. S. (1977). Estimating nonresponse Bias in mail surveys. Journal of Marketing Research, 14(3), 396–402. https://doi.org/10.2307/3150783
6.
ArnoldM. C.TafkovI. D. (2019). Managerial discretion and task interdependence in teams. Contemporary Accounting Research, 36(4), 2467–2493. https://doi.org/10.1111/1911-3846.12504
7.
BaiY.HanG. H.HarmsP. D. (2016). Team conflict mediates the effects of organizational politics on employee performance: A cross-level analysis in China. Journal of Business Ethics, 139(1), 95–109. https://doi.org/10.1007/s10551-015-2604-6
8.
BaruchY.LinC. P. (2012). All for one, one for all: Coopetition and virtual team performance. Technological Forecasting and Social Change, 79(6), 1155–1168. https://doi.org/10.1016/j.techfore.2012.01.008
9.
BatraS.SharmaS.DixitM. R.VohraN. (2018). Does strategic planning determine innovation in organizations? A study of Indian sme sector. Australian Journal of Management, 43(3), 493–513. https://doi.org/10.1177/0312896217734893
10.
BeusJ. M.JarrettS. M.BergmanM. E.PayneS. C. (2012). Perceptual equivalence of psychological climates within groups: When agreement indices do not agree. Journal of Occupational and Organizational Psychology, 85(3), 454–471. https://doi.org/10.1111/j.2044-8325.2011.02049.x
11.
BlieseP. D.HalversonR. R.SchriesheimC. A. (2002). Benchmarking multilevel methods in leadership: The articles the model and the data set. The Leadership Quarterly, 13(1), 3–14. https://doi.org/10.1016/s1048-9843(01)00101-1
12.
BusenbarkJ. R.YoonH. (Elle)GamacheD. L.WithersM. C. (2022). Omitted variable bias: Examining management research with the impact threshold of a confounding variable (ITCV). Journal of Management, 48(1), 17–48. https://doi.org/10.1177/01492063211006458
ChaudharyS.KarwasaraA.GuptaV. K.MarinoL.BatraS. (2023). CEO humility, corporate entrepreneurship, and the moderating influence of discretionary forces in the task environment. Group & Organization Management. https://doi.org/10.1177/10596011231183193
16.
ChenY.ZhangY. (2021). Fostering resilience in new venture teams: The role of behavioral and affective integration. Group & Organization Management, 46(4), 773–816. https://doi.org/10.1177/10596011211033164
17.
CirilloA.RomanoM.PennacchioL. (2015). All the power in two hands: The role of CEOs in family IPOs. European Management Journal, 33(5), 392–406. https://doi.org/10.1016/j.emj.2015.06.003
18.
CovinJ. G.GreenK. M.SlevinD. P. (2006). Strategic process effects on the entrepreneurial orientation–sales growth rate relationship. Entrepreneurship Theory and Practice, 30(1), 57–81. https://doi.org/10.1111/j.1540-6520.2006.00110.x
19.
CovinJ. G.LumpkinG. T. (2011). Entrepreneurial orientation theory and research: Reflections on a needed construct. Entrepreneurship Theory and Practice, 35(5), 855–872. https://doi.org/10.1111/j.1540-6520.2011.00482.x
20.
CovinJ. G.RigteringJ. C.HughesM.KrausS.ChengC-F.BounckenR. B. (2020). Individual and team entrepreneurial orientation: Scale development and configurations for success. Journal of Business Research, 30(1), 1–12. https://doi.org/10.1016/j.jbusres.2020.02.023
21.
CovinJ. G.SlevinD. P. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10(1), 75–87. https://doi.org/10.1002/smj.4250100107
CovinJ. G.WalesW. J. (2019). Crafting high-impact entrepreneurial orientation research: Some suggested guidelines. Entrepreneurship Theory and Practice, 43(1), 3–18. https://doi.org/10.1177/1042258718773181
24.
CrossanM. M.LaneH. W.WhiteR. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522–537. https://doi.org/10.2307/259140
25.
DaiY.ByunG.DingF. (2019). The direct and indirect impact of gender diversity in new venture teams on innovation performance. Entrepreneurship Theory and Practice, 43(3), 505–528. https://doi.org/10.1177/1042258718807696
26.
DarouichiA.KunischS.MenzM.CannellaA. A. (2021). CEO tenure: An integrative review and pathways for future research. Corporate Governance: An International Review, 29(6), 661–683. https://doi.org/10.1111/corg.12396
27.
DavisJ. L.Greg BellR.Tyge PayneG.KreiserP. M. (2010). Entrepreneurial orientation and firm performance: The moderating role of managerial power. American Journal of Business (American Journal of Business), 25(2), 41–54. https://doi.org/10.1108/19355181201000009
28.
De ClercqD.DimovD.ThongpapanlN. (Tek) (2010). The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship. Journal of Business Venturing, 25(1), 87–103. https://doi.org/10.1016/j.jbusvent.2009.01.004
29.
DistelA. P. (2019). Unveiling the microfoundations of absorptive capacity: A study of coleman’s bathtub model. Journal of Management, 45(5), 2014–2044. https://doi.org/10.1177/0149206317741963
30.
DongJ. Q. (2016). On the contingent rent-generating potential of firm-specific managerial experience. Journal of Business Research, 69(10), 4358–4362. https://doi.org/10.1016/j.jbusres.2016.04.066
31.
DurstS.HintereggerC.ZiebaM. (2019). The linkage between knowledge risk management and organizational performance. Journal of Business Research, 105, 1–10. https://doi.org/10.1016/j.jbusres.2019.08.002
32.
EdmondsonA. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
33.
EdmondsonA. C.RobertoM. A.WatkinsM. D. (2003). A dynamic model of top management team effectiveness: Managing unstructured task streams. The Leadership Quarterly, 14(3), 297–325. https://doi.org/10.1016/s1048-9843(03)00021-3
34.
EisenhardtK. M.BourgeoisL. J. (1988). Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Academy of Management Journal, 31(4), 737–770. https://doi.org/10.5465/256337
35.
ElgendyN.ElragalA.PäivärintaT. (2022). Decas: A modern data-driven decision theory for big data and analytics. Journal of Decision Systems, 31(4), 337–373. https://doi.org/10.1080/12460125.2021.1894674
36.
EngelenA.GuptaV.StrengerL.BrettelM. (2015). Entrepreneurial orientation firm performance and the moderating role of transformational leadership behaviors. Journal of Management, 41(4), 1069–1097. https://doi.org/10.1177/0149206312455244
37.
FinkelsteinS.BoydB. K. (1998). How much does the CEO matter? The role of managerial discretion in the setting of CEO compensation. Academy of Management Journal, 41(2), 179–199. https://doi.org/10.2307/257101
38.
FinkelsteinS.HambrickD. C. (1990). Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion. Administrative Science Quarterly, 35(3), 484–503. https://doi.org/10.2307/2393314
39.
FornellC.LarckerD. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.2307/3151312
40.
FrankeH.FoerstlK. (2018). Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review. European Management Journal, 36(5), 593–607. https://doi.org/10.1016/j.emj.2018.08.003
41.
FrankeH.FoerstlK. (2019). Goals conflict politics and performance of cross-functional sourcing teams—results from a social team experiment. Journal of Business Logistics.
42.
Gil de ZúñigaH.BarnidgeM.DiehlT. (2018). Political persuasion on social media: A moderated moderation model of political discussion disagreement and civil reasoning. The Information Society, 34(5), 302–315. https://doi.org/10.1080/01972243.2018.1497743
43.
GrovesK. S.FeyerhermA. E. (2011). Leader cultural intelligence in context: Testing the moderating effects of team cultural diversity on leader and team performance. Group & Organization Management, 36(5), 535–566. https://doi.org/10.1177/1059601111415664
44.
GuptaV. K.BatraS. (2016). Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives. International Small Business Journal, 34(5), 660–682. https://doi.org/10.1177/0266242615577708
45.
GuptaA.NadkarniS.MariamM. (2018). Dispositional sources of managerial discretion: CEO ideology, CEO personality, and firm strategies. Administrative Science Quarterly, 64(4), 855–893. https://doi.org/10.1177/0001839218793128
HewettR.LeroyH. (2019). Well it’s only fair: How perceptions of manager discretion in bonus allocation affect intrinsic motivation. Journal of Management Studies, 56(6), 1105–1137. https://doi.org/10.1111/joms.12445
48.
HughesM.HughesP.HodgkinsonI.ChangY. Y.ChangC. Y. (2022). Knowledge‐based theory, entrepreneurial orientation, stakeholder engagement, and firm performance. Strategic Entrepreneurship Journal, 16(3), 633–665. https://doi.org/10.1002/sej.1409
49.
IacobucciD.SchneiderM. J.PopovichD. L.BakamitsosG. A. (2017). Mean centering multicollinearity and moderators in multiple regression: The reconciliation redux. Behavior Research Methods, 49(1), 403–404. https://doi.org/10.3758/s13428-016-0827-9
50.
IrelandR. D.CovinJ. G.KuratkoD. F. (2009). Conceptualizing corporate entrepreneurship strategy. Entrepreneurship Theory and Practice, 33(1), 19–46. https://doi.org/10.1111/j.1540-6520.2008.00279.x
51.
JaskiewiczP.BlockJ. H.CombsJ. G.MillerD. (2017). The effects of founder and family ownership on hired CEO’s incentives and firm performance. Entrepreneurship Theory and Practice, 41(1), 73–103. https://doi.org/10.1111/etap.12169
52.
JehnK. A.RispensS.ThatcherS. M. B. (2010). The effects of conflict asymmetry on work group and individual outcomes. Academy of Management Journal, 53(3), 596–616. https://doi.org/10.5465/amj.2010.51468978
53.
JiangX.LiuH.FeyC.JiangF. (2018). Entrepreneurial orientation network resource acquisition and firm performance: A network approach. Journal of Business Research, 87(June), 46–57. https://doi.org/10.1016/j.jbusres.2018.02.021
54.
JooM.-K.CruzK. S. (2023). Formal mentoring and protégés’ leadership development: The roles of protégés’ informal mentoring networks, political skill, and gender. Group & Organization Management, 1–45. https://doi.org/10.1177/10596011221150869
55.
KacmarM.BaronR. (1999). Organizational politics: The state of the field links to related processes and an agenda for future research. Research in Personnel and Human Resources Management, 17, 1–39.
56.
KleinK. J.KozlowskiS. W. J. (2000). From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3(3), 211–236. https://doi.org/10.1177/109442810033001
KohtamäkiM.HeimonenJ.ParidaV. (2019). The nonlinear relationship between entrepreneurial orientation and sales growth: The moderating effects of slack resources and absorptive capacity. Journal of Business Research, 100(July), 100–110. https://doi.org/10.1016/j.jbusres.2019.03.018
59.
KollmannT.HensellekS.StöckmannC.KensbockJ. M.PeschlA. (2020). How management teams foster the transactive memory system–entrepreneurial orientation link: A domino effect model of positive team processes. Strategic Entrepreneurship Journal, 14(4), 683–710. https://doi.org/10.1002/sej.1365
60.
KreiserP. M.AndersonB. S.KuratkoD. F.MarinoL. D. (2019). Entrepreneurial orientation and environmental hostility: A threat rigidity perspective. Entrepreneurship Theory and Practice, 44(6), 1174–1198. https://doi.org/10.1177/10596011221150869
61.
KyriazisE.MasseyG.CouchmanP.JohnsonL. (2017). Friend or foe? The effects of managerial politics on NPD team communication collaboration and project success. R&D Management, 47(1), 61–74. https://doi.org/10.1111/radm.12150
62.
LiuD.FisherG.ChenG. (2018). CEO attributes and firm performance: A sequential mediation process model. The Academy of Management Annals, 12(2), 789–816. https://doi.org/10.5465/annals.2016.0031
63.
LiuM-L.LiuN-T.DingC. G.LinC-P. (2015). Exploring team performance in high-tech industries: Future trends of building up teamwork. Technological Forecasting and Social Change, 91, 295–310. https://doi.org/10.1016/j.techfore.2014.03.014
64.
LombergC.UrbigD.StöckmannC.MarinoL. D.DicksonP. H. (2017). Entrepreneurial orientation: The dimensions’ shared effects in explaining firm performance. Entrepreneurship Theory and Practice, 41(6), 973–998. https://doi.org/10.1111/etap.12237
65.
LumpkinG. T.DessG. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135–172. https://doi.org/10.5465/amr.1996.9602161568
66.
LumpkinG. T.PidduckR. J. (2021). Global entrepreneurial orientation (GEO): An updated, multidimensional view of EO. In CorbettA. C.KreiserP. M.MarinoL. D.WalesW. J. (Eds.), Entrepreneurial orientation: Epistemological, theoretical, and empirical perspectives (advances in entrepreneurship, firm emergence and growth (22, pp. 17–68): Emerald Publishing Limited. https://doi.org/10.1108/S1074-754020210000022002
67.
MartensC. D. P.MachadoF. J.MartensM. L.SilvaF. Q. P.FreitasH. M. R. (2018). Linking entrepreneurial orientation to project success. International Journal of Project Management, 36(2), 255–266. https://doi.org/10.1016/j.ijproman.2017.10.005
68.
MillerD. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791. https://doi.org/10.1287/mnsc.29.7.770
69.
MillerD. (2011). Miller (1983) revisited: A reflection on EO research and some suggestions for the future. Entrepreneurship Theory and Practice, 35(5), 873–894. https://doi.org/10.1111/j.1540-6520.2011.00457.x
70.
MohammedS.AngellL. C. (2004). Surface- and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior, 25(8), 1015–1039. https://doi.org/10.1002/job.293
71.
MomT. J. M.FournéS. P. L.JansenJ. J. P. (2015). Managers’ work experience, ambidexterity, and performance: The contingency role of the work context. Human Resource Management, 54(S1), s133–s153. https://doi.org/10.1002/hrm.21663
72.
MonsenE.Wayne BossR. (2009). The impact of strategic entrepreneurship inside the organization: Examining job stress and employee retention. Entrepreneurship Theory and Practice, 33(1), 71–104. https://doi.org/10.1111/j.1540-6520.2008.00281.x
73.
Moreno-MenendezA. M.ArzubiagaU.Diaz-MorianaV.CasillasJ. C. (2022). The impact of a crisis on entrepreneurial orientation of family firms: The role of organisational decline and generational change. International Small Business Journal: Researching Entrepreneurship, 40(4), 425–452. https://doi.org/10.1177/02662426211036694
74.
Muller-KahleM. I.SchiehllE. (2013). Gaining the ultimate power edge: Women in the dual role of CEO and Chair. The Leadership Quarterly, 24(5), 666–679. https://doi.org/10.1016/j.leaqua.2013.05.001
75.
MusajiS.SchulzeW. S.De CastroJ. O. (2020). How long does it take to get to the learning curve?Academy of Management Journal, 63(1), 205–223. https://doi.org/10.5465/amj.2017.1145
76.
O’Leary-KellyS. W.J VokurkaVokurkaR. R. (1998). The empirical assessment of construct validity. Journal of Operations Management, 16(4), 387–405. https://doi.org/10.1016/s0272-6963(98)00020-5
77.
PoonJ. M. L. (2003). Situational antecedents and outcomes of organizational politics perceptions. Journal of Managerial Psychology, 18(2), 138–155. https://doi.org/10.1108/02683940310465036
78.
PutniņšT. J.SaukaA. (2020). Why does entrepreneurial orientation affect company performance?Strategic Entrepreneurship Journal, 14(4), 711–735. https://doi.org/10.1002/sej.1325
79.
RangaswamyU. S.ChaudharyS. (2022). Effect of adaptive capability and entrepreneurial orientation on SBU performance: Moderating role of success trap. Management Research Review, 45(3), 436–449. https://doi.org/10.1108/mrr-01-2021-0027
80.
RappT. L.DavisW. D.GilsonL. L. (2022). The 2022 conceptual issue: Highlighting the individual, team, and organizational building blocks of effective organizations. Group & Organization Management, 47(2), 143–147. https://doi.org/10.1177/10596011221089718
81.
RauchA.WiklundJ.LumpkinG. T.FreseM. (2009). Entrepreneurial orientation and business performance: An assessment of past research and suggestions for the future. Entrepreneurship Theory and Practice, 33(3), 761–787. https://doi.org/10.1111/j.1540-6520.2009.00308.x
82.
RosenbuschN.RauchA.BauschA. (2013). The mediating role of entrepreneurial orientation in the task environment–performance relationship: A meta-analysis. Journal of Management, 39(3), 633–659. https://doi.org/10.1177/0149206311425612
83.
SantosS. C.CardonM. S. (2019). What’s love got to do with it? Team entrepreneurial passion and performance in new venture teams. Entrepreneurship Theory and Practice, 43(3), 475–504. https://doi.org/10.1177/1042258718812185
84.
ShahzadK.De SistoM.RasheedM. A.BajwaS. U.LiuW.BartramT. (2022). A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises. International Small Business Journal: Researching Entrepreneurship, 40(7), 875–903. https://doi.org/10.1177/02662426211056460
85.
SharmaG. (2019). Innovation and entrepreneurship research in India from 2000 to 2018: A bibliometric survey. The Journal of Management Development, 38(4), 250–272. https://doi.org/10.1108/jmd-11-2018-0316
86.
ShuC. D. E.De ClercqD.ZhouY.LiuC. (2019). Government institutional support entrepreneurial orientation strategic renewal and firm performance in transitional China. International Journal of Entrepreneurial Behavior & Research, 25(3), 433–456. https://doi.org/10.1108/ijebr-07-2018-0465
87.
SirénC.HakalaH.WincentJ.GrichnikD. (2017). Breaking the routines: Entrepreneurial orientation strategic learning firm size and age. Long Range Planning, 50(2), 145–167. https://doi.org/10.1016/j.lrp.2016.09.005
88.
SirénC.PatelP. C.ÖrtqvistD.WincentJ. (2018). CEO burnout managerial discretion and firm performance: The role of CEO locus of control structural power and organizational factors. Long Range Planning, 51(6), 953–971. https://doi.org/10.1016/j.lrp.2018.05.002
89.
SlevinD. P.TerjesenS. A. (2011). Entrepreneurial orientation: Reviewing three papers and implications for further theoretical and methodological development. Entrepreneurship Theory and Practice, 35(5), 973–987. https://doi.org/10.1111/j.1540-6520.2011.00483.x
TangJ.CrossanM.RoweW. G. (2011). Dominant CEO deviant strategy and extreme performance: The moderating role of a powerful board. Journal of Management Studies, 48(7), 1479–1503. https://doi.org/10.1111/j.1467-6486.2010.00985.x
92.
Van DoornS.HeydenM.TrösterC.VolberdaH. (2015). Entrepreneurial orientation and performance: Investigating local requirements for entrepreneurial decision-making. Entrepreneurial orientation and performance: Investigating local requirements for entrepreneurial decision-making (32, pp. 211–239). Emerald Group Publishing Limited. https://doi.org/10.1108/s0742-332220150000032007
93.
WalesW. (2016). Entrepreneurial orientation: A review and synthesis of promising research directions. International Small Business Journal: Researching Entrepreneurship, 34(1), 3–15. https://doi.org/10.1177/0266242615613840
94.
WalesW.CovinJ. G.MonsenE. (2020). Entrepreneurial orientation: The necessity of a multilevel conceptualization. Strategic Entrepreneurship Journal, 14(4), 639–660. https://doi.org/10.1002/sej.1344
95.
WalesW.GuptaV. K.MarinoL.ShirokovaG. (2019). Entrepreneurial orientation: International global and cross-cultural research. International Small Business Journal: Researching Entrepreneurship, 37(2), 95–104. https://doi.org/10.1177/0266242618813423
96.
WalesW.GuptaV. K.MousaF. T. (2013). Empirical research on entrepreneurial orientation: An assessment and suggestions for future research. International Small Business Journal: Researching Entrepreneurship, 31(4), 357–383. https://doi.org/10.1177/0266242611418261
97.
WalesW.KrausS.FilserM.StöckmannC.CovinJ. G. (2021). The status quo of research on entrepreneurial orientation: Conversational landmarks and theoretical scaffolding. Journal of Business Research, 128(May), 564–577. https://doi.org/10.1016/j.jbusres.2020.10.046
98.
WalesW.MonsenE.McKelvieA. (2011). The organizational pervasiveness of entrepreneurial orientation. Entrepreneurship Theory and Practice, 35(5), 895–923. https://doi.org/10.1111/j.1540-6520.2011.00451.x
99.
WalesW. J.CovinJ. G.SchülerJ.BaumM. (2023). Entrepreneurial orientation as a theory of new value creation. The Journal of Technology Transfer, 48(5), 1752–1772. https://doi.org/10.1007/s10961-023-10021-1
100.
WangrowD. B.SchepkerD. J.BarkerVLIII. (2015). Managerial discretion: An empirical review and focus on future research directions. Journal of Management, 41(1), 99–135. https://doi.org/10.1177/0149206314554214
101.
WiklundJ.ShepherdD. (2011). Where to from here? EO-as-experimentation, failure, and distribution of outcomes. Entrepreneurship Theory and Practice, 35(5), 925–946. https://doi.org/10.1111/j.1540-6520.2011.00454.x
102.
WuQ.CormicanK.ChenG. (2020). A meta-analysis of shared leadership: Antecedents consequences and moderators. Journal of Leadership & Organizational Studies, 27(1), 49–64. https://doi.org/10.1177/1548051818820862
103.
ZahraS. A.CovinJ. G. (1995). Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis. Journal of Business Venturing, 10(1), 43–58. https://doi.org/10.1016/0883-9026(94)00004-e
104.
ZahraS. A.JenningsD. F.KuratkoD. F. (1999). The antecedents and consequences of firm-level entrepreneurship: The state of the field. Entrepreneurship Theory and Practice, 24(2), 45–65. https://doi.org/10.1177/104225879902400205
Supplementary Material
Please find the following supplemental material available below.
For Open Access articles published under a Creative Commons License, all supplemental material carries the same license as the article it is associated with.
For non-Open Access articles published, all supplemental material carries a non-exclusive license, and permission requests for re-use of supplemental material or any part of supplemental material shall be sent directly to the copyright owner as specified in the copyright notice associated with the article.
