Networks and corporate entrepreneurship: A comparative case study on family business in Catalonia

Abstract

Purpose

The purpose of this paper is to analyse in‐depth collaboration as a process that emerges from interactions among individuals in order to develop entrepreneurial actions within established family firms. The research is contextualized in the metal sector in Catalonia (Spain), using institutional economics as a theoretical framework of reference.

Design/methodology/approach

Methodologically, the paper adopt an exploratory perspective and employs a qualitative approach. In particular, a multiple case‐study is used to gain deep insights into a contemporary and complex issue within its real‐life context, and two case studies are purposefully selected in order to be able to conduct cross‐case comparisons.

Findings

In the early formation phase of collective entrepreneurship, there are similarities reflecting the networks status of both cases. In contrast, there are some variations concerning the development of collective entrepreneurship within the businesses which affect the type of corporate entrepreneurship (CE) activities developed by the firms.

Research limitations/implications

By using a case study approach, it is hard to validate the theories for any more general applicability.

Practical implications

Promoting trust in the organizational context, owner‐managers may assume the role of intrapreneurs as network or human interaction builders within businesses, in order to promote CE through collective activities.

Originality/value

The paper shows that CE activities may be understood from a collective action among employees and owner‐managers. The paper also demonstrates that the phenomenon can be place into a broader theoretical context, taking into account the considerations included in institutional economics.

Citation

Toledano, N., Urbano, D. and Bernadich, M. (2010), "Networks and corporate entrepreneurship: A comparative case study on family business in Catalonia", Journal of Organizational Change Management, Vol. 23 No. 4, pp. 396-412. https://doi.org/10.1108/09534811011055395