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Research in entrepreneurial cognition has called for a better understanding of interactions between contextual variables and cognitive processes. Based on previous work done on organizational learning and social networks, the purpose of this paper is to propose a formal model in which information acquisition, distribution and interpretation are tested as a function of cognition-based trust, perceived expertise and tie strength between organizational members in two different corporate entrepreneurship (CE) types.

The authors conduct a quantitative analysis based on network data in two companies located in India. Special procedures known as quadratic assignment procedure and multiple regression quadratic assignment procedure were used to run the correlations and multiple regressions, respectively. The authors complement this analysis with interviews and qualitative information to build a rich description in each of these cases.

The results indicate moderate support for the model. The evidence suggests that between both types of CE types, domain redefinition requires higher levels of tie strength, trust and perceived expertise. Sustained regeneration shows moderate significant results in tie strength, and cognition-based trust.

The authors combined insights on social network and organizational cognitive processes to analyze interactions between context and cognition. The authors were also able to compare two different companies. The authors found consistent results regarding tie strength, but the authors also found differences between both companies, which suggest that different CE types tend to require different dynamics between context and cognitive processes.

Practice demonstrates and research validates that entrepreneurship is moving from the individual to the organization and from the private sector to the social and not‐for‐profit sectors. The present study endeavors to complement the emerging public entrepreneurship literature by aiming to identify which of those factors that stimulate corporate entrepreneurship in the public sector are preferred by entrepreneurial civil servants.

A questionnaire was completed by a random sample (n=247) of public servants across 15 Greek prefectures. Results are based on Bayesian factor analysis, conjoint analysis and cluster analysis.

Results provide preliminary evidence about entrepreneurial civil servants' preferences and make available a well‐documented framework for addressing corporate entrepreneurship in the public sector.

The reported research relied on self‐reporting. In addition, because the sample consisted entirely of public servants across Greek prefectures, findings may not be applicable to other public sector contexts (such as hospitals) and other countries. Data are cross‐sectional and alternative relationships may exist. Future research should be multinational and longitudinal to test the assumptions of the present study.

The results of the study are useful both to academics and policy makers interested in formulating a strategy that fosters corporate entrepreneurship in the public sector.

During the last 15 years, considerable effort has been devoted to developing more effective, more efficient, and more flexible public organizations. Using qualitative methods, the results of the present exploratory research identify which factors that foster corporate entrepreneurship in the public sector are preferred by entrepreneurial public servants.

The purpose of this paper is to study the various systems, processes, tools and mechanisms related to vision, team management, and compensation for stimulating entrepreneurial behavior within the organization.

The paper develops a historical analysis of the reasons why the company implemented corporate entrepreneurship (CE), reflecting upon the various systems and processes the company adopted to design vision, team management, and compensation structures to stimulate entrepreneurship within the organization. It elaborates on how these initiatives have helped the organization to reach its goals in innovation and new business creation and be competitive.

The paper identifies the current major challenges the company faced in designing the vision and the processes and systems to support it such as the design of appropriate structure to enable proper communication and interaction between departments. The paper develops a model showing top‐down and front‐line CE processes. The design of appropriate reward structure should complement the vision of the company. These are some of the drivers of corporate entrepreneurship as a guiding force for continuous future development.

The study contributes by describing a guiding model on the basis of case study research, which shows the top‐down and front‐line CE processes to stimulate entrepreneurial behavior within the organization. Future researchers can study this model and its impact on the CE outcomes in terms of performance and competitiveness.

This model describes the various processes including how executives can champion entrepreneurial initiatives, support and monitor the business unit. The study also suggests how an organization can effectively allocate resources to support entrepreneurial activities.

The paper identifies the current design challenges facing the organization and describes some of the processes to codesign the objectives and goals, compensation and design of new venture teams.

While the trade sector has long been the backbone of growth followed by real estate development in Dubai, the impact of reduced oil revenues in the Gulf Cooperation Council (GCC) has affected Dubai. GCC countries have identified innovation and transitioning to a knowledge-based economy as critical components of sustainable growth in the post-oil world. The purpose of this chapter is twofold: (1) to examine UAE’s competitiveness relative to four economies for which we can draw meaningful conclusions (Qatar, Singapore, Norway, and Switzerland) and (2) to integrate macro- and micro-level findings in an actionable framework. Using the composite Knowledge Economy Index (KEI) developed by the World Bank (2008, 2012), we conclude that UAE should prioritize three key areas to ­transition to a knowledge-based economy: the regulatory regime, innovation, and human capital. These findings are consistent with a recent study by the UAE Department of Economic Development/INSEAD, which highlights two areas that need addressing: “Creation” (knowledge creation) and “Anchoring” (institutional environment for innovation). We integrate these macro-level findings with research at the innovation ecosystem level (and particularly survey-based research completed by Wamda Research Lab) to propose a comprehensive action framework across all ecosystem stakeholders (i.e., government, entrepreneurs, academia, support ecosystem, and corporates). The action matrix allows individual stakeholders to drive corresponding actions and prioritize across short- and long-term initiatives.

Small and medium-sized enterprises (SMEs) are a major source of employment and revenue growth in developing nations like India, but they also face challenges from resource shortages, shifting consumer demand and heightened competition. This research aims to discover the aspects that enhance SMEs' competitiveness and performance.

By analyzing literature and consulting experts, 10 factors that boost a firm's competitiveness were identified. The total interpretive structural modeling (TISM) method was then used to determine their interaction and structural hierarchy. Neutrosophic-MICMAC analysis was employed to assess the driving-dependence power of each factor.

The study discovered that the factor, namely “entrepreneurial orientation,” was found to be a significant one. “Manufacturing strategy” was found to be extremely dependent on the remaining competitive advantage factors.

This SME-focused framework can be adopted by large businesses to enhance organizational performance by focusing on critical factors. The study depends on experts' judgment, which might be biased. Findings will assist SMEs in identifying significant factors influencing competitive advantage and relationships, increasing awareness of factors contributing to competitive edge.

The results of the research may encourage SME sector managers and practitioners to prioritize the factors that contribute to a firm's competitive advantage.

The majority of research on SME competitive advantage focuses on individual aspects. To add to the body of knowledge on the subject, this study applies the TISM technique to Indian SMEs to identify the contextual interactions among factors that increase long-term competitiveness.

An essential corporate decision-making tool, the Boston Consulting Group's growth-share matrix, is due for an upgrade. The purpose of this paper is to upgrade this growth matrix for use by corporate managers in the current platform age. Designed in the conglomerate age of the 1960s and 1970s to help corporate managers make disciplined and systematic portfolio investment decisions, the matrix is ill-adapted to the platform age in which we now live. The most valuable companies in the world are now platform companies, and many companies are transitioning to a more platform-based corporate portfolio. In this paper, the author explains how corporate managers can build and execute a sustainable platform portfolio.

The author started with a thorough study of the contextual assumptions and theoretical background of the original Boston Consulting Group growth-share matrix (which the author has been teaching for the past decade). He contrasted these with the assumptions and theoretical background developed in the platform strategy literature. To test and refine the framework, the author presented and discussed its applicability at companies such as GSK and with local consultants. He then used five consecutive cohorts of master students [280 students (70 groups)] to test this framework on a total of 20 companies (both “born platform” and “product to platform” companies).

The platform ecosystem age requires a corporate decision-making matrix that discriminates between businesses on the basis of platform market growth and platform commercialization capability, rather than product market growth and market share. As in the original matrix, these businesses correspond to three different investment horizons (Figure 1): the continuous renewal of blockbuster business, the integration of emerging killer businesses and the experimentation with joint innovation businesses. This paper helps corporate managers build and execute a sustainable platform portfolio by means of a sequence of six decision-making steps and a clear organizational template for successful execution.

The portfolio matrix, decision-making sequence and organizational execution advice presented in this paper are fit for both “born platform” companies such as Google (Alphabet) and “product to platform” hybrids such as Lego. The paper illustrates this with practical examples for both types of companies.

Strategic entrepreneurship rejuvenates firms to achieve a competitive advantage in current markets. It is effective in forming corporate entrepreneurship and involves the simultaneous opportunity-seeking and advantage-seeking behaviors of firms. The aim of this paper is to investigate the mediating effect of strategic entrepreneurship in the relationship between corporate entrepreneurship and firm performance through the resource-based view.

Adopting a quantitative research method and structural equation modeling technique, structural models were developed to test the research hypotheses. To this end, a questionnaire survey was conducted among 103 financial technology companies in Iran.

The results support the proposed hypotheses. The findings indicate that corporate entrepreneurship and strategic entrepreneurship are positively related to firm performance. They also reveal the mediating effect of strategic entrepreneurship in the relationship between corporate entrepreneurship and firm performance. In the developing context of Iran, financial technology companies are more likely to employ corporate entrepreneurship and strategic entrepreneurship to achieve firm performance.

The current study contributes to the literature on strategic entrepreneurship by employing a resource-based view and exploring the relationship between firm capabilities (i.e. strategic entrepreneurship) and firm performance. Applying a resource-based view leads to a better understanding of strategic entrepreneurship. Finally, this study singles out and discusses the various features that characterize the implementation of strategic entrepreneurship by Iranian financial technology companies to reach a competitive advantage.

This study aims to quantify and prioritize the financial performance (FP) determinants in Indian small and medium-sized enterprises (SMEs).

Analytic hierarchy process, a multi-criteria decision-making tool, was used. Experts were allowed to express the opinion regarding the relative importance of each factor and sub-factors by making pairwise comparisons through a structured questionnaire based on a nine-point scale.

Market orientation (0.4529) was perceived as the most important FP determinant followed by the entrepreneurial orientation (0.3382) and corporate social responsibility (0.2089) in SMEs.

This study can be considered as a pilot study because it is confined to Indian SMEs. Future research studies can incorporate the opinion or insights of other stakeholders and may target the SMEs situated in different geographical areas.

The inferences drawn in this study would clarify the conceptual and contextual applicability of competitive strategies in SMEs. Indeed, proposed hierarchy and developed framework would guide the SMEs in strategic planning. Moreover, it would help in repositioning and alignment of core strategies duly with business objectives.

The study represents the foremost step and a unique effort in the area of development of hypothetical model (a hierarchal model) with the framework considered to prioritize the FP determinants in SMEs.

The study aims to investigate the extent to which interfunctional coordination (IFC) moderates the relationship between entrepreneurial orientation (EO), market orientation (MO) and organisational opportunity exploitation (OE) and business performance (BP); second, to examine the impact of EO, MO and organisational OE on the BP.

The study used a cross-sectional design approach, with the research framework tested on a sample of 203 cases of employees mostly at skilled, professional and management levels in Gauteng Province. Data was analysed through correlation, regression and moderation analysis.

The results indicated that EO, MO and OE account for BP. Furthermore, IFC significantly moderates only the relationship between MO and BP (financial) and OE and BP (non-financial). While the relationship between EO and BP is not significantly moderated.

The study highlights that IFC is not yet embedded in organisational practice and culture. Scaling interventions to promote IFC as a performance enabler, particularly in conjunction with the entrepreneurial, market-oriented and OE activities, is essential in the South African corporate entrepreneurial environment.

Although EO, MO and OE are widely recognised as performance enablers, very little is known about the potential moderating role of IFC towards these identified complementary strategic capabilities within the South African corporate context. The empirical research strengthens awareness about the need and criticality of IFC in improving organisational performance in emerging economies.