Exploring strategic entrepreneurship in the public sector

Abstract

Purpose

The purpose of this research is to elaborate on a model of entrepreneurship within the public sector.

Design/methodology/approach

Case studies involving state‐owned enterprises (SOEs) trace three examples of entrepreneurial ventures.

Findings

A theme of strategic use of entrepreneurial action within these organisations emerges. It is argued that these examples are representative of both a field of enquiry and a specific concept which has been termed “strategic entrepreneurship”.

Research limitations/implications

On the strength of the findings from this study we are able to draw two important conclusions. First, empirical support is found for the notion of “strategic entrepreneurship”, which is defined and explained in this paper. Second, incidences of strategic entrepreneurship are demonstrated in the SOEs, which extend the range of entrepreneurial types usually described in the public sector.

Practical implications

A number of core and supporting elements of strategic entrepreneurship are identified, providing a clear framework for businesses.

Originality/value

This paper progresses strategic entrepreneurship beyond the purely theoretical, by examining and analysing strategic entrepreneurship in an applied business setting, in this case public sector organisations.

Citation

Luke, B. and Verreynne, M. (2006), "Exploring strategic entrepreneurship in the public sector", Qualitative Research in Accounting & Management, Vol. 3 No. 1, pp. 4-26. https://doi.org/10.1108/11766090610659724