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The purpose of this paper is to integrate three streams of literature – organizational capabilities based in resource‐based view (RBV) and the team‐ and organization‐level innovation – to provide a theoretical framework of how firms invest in developing innovative capabilities for entrepreneurship and change management.

This is a conceptual paper based on the RBV and the team‐ and organization‐level innovation literatures.

Linking the three bodies of literature, two main models for developing innovative capabilities are proposed: organization and project team models. The “organization model” requires firms to invest at the organization level to generate the supporting organization‐level processes, i.e. communication routines, independent of when they organize for innovation, and the “project team model” calls for just‐in‐time investment as needed in the process of innovation. The paper discusses other potential models and provides directions for future research on this important and timely topic.

The paper expands the RBV of the firm by providing a theoretical framework of how firms develop the capabilities to mobilize and create knowledge for innovation as an entrepreneurial activity and for managing the changes in organizations.

There is no empirical evidence, particularly in relation to small and medium‐sized enterprises (SMEs), to support the concept of cultural barriers and how they relate to open‐mindedness (OM). Some of these cultural barriers can be linked to outdated knowledge, which can impede the adoption of new configurations. The purpose of this paper therefore is to test the role of cultural barriers in the relationship between OM and organizational innovation.

These relationships are examined through an empirical investigation of 133 SMEs.

The results show that the relationship between OM and organizational innovation is likely to suffer if a firm does not overcome previously its cultural barriers. An explanation for this could be thatoutdated knowledge can impede the adoption of new configurations. Therefore, it is important for organizations to provide an appropriate environment for overcoming cultural barriers. Otherwise new knowledge will not be acted on or incorporated into new products and services.

The authors point out the importance for organizations of taking this perspective into account when they are seeking to respond proactively to the challenges thrown up by the external environment.

The paper sought to extend previous research on factors associated with corporate entrepreneurship (CE) by surveying operating managers and top executives in Thai manufacturing firms.

The paper used an expanded case method that combined face‐to‐face interviews with the top executives and results of responses to the corporate entrepreneurship assessment instrument (CEAI) by middle managers in three large and three medium Thai manufacturing firms.

The results of this paper suggest that management support for CE, their use of rewards and recognition, and their allowing workers discretion in their jobs all are significantly related to improving competitiveness, as indicated by internal performance improvement and firm financial improvement. Unlike previous studies, time allocated to idea generation/innovation activities and cross‐boundary communication are not found to be significantly associated with CE in Thai manufacturing firms. These quantitative results are augmented by the interview results, which suggest that CE in Thai manufacturing firms is affected by global competitiveness, technology, and government policies.

The generalizability of the findings are limited by the size of the sample and the use of a single industry.

The results suggest that Thai firms can affect change in their CE activities and that these changes will impact the bottom line. CE activities are influenced by competition and government policy.

The paper combined the insights of personal interviews with top managers and the feedback from top managers in their firms to gain an overview of CE activity.

The purpose of this paper is to concern the strategic changes a firm needs to incorporate in order to deliver a complex service such as providing assistance to the socially disadvantaged. The paper seeks to analyze the development of such a process considering the ability of managers to exploit resources and foster new opportunities for the firm.

The qualitative methodology applied is that of a case study. The organization analyzed was a service cooperative. A semi‐structured questionnaire was used to gather the information along with documents and additional information thereafter, thus facilitating the triangulation process.

Non‐profit service organizations that provide assistance services for the disadvantaged population have to compete in a complex and turbulent environment. The strategic process adopted by those organizations requires more participation and involvement from organizational members; but, simultaneously, this process should be more rational and planned. The strategic content involves the adoption of a hybrid strategy. The function of managers that act as intrapreneurs exploiting existing resources and capabilities (through human resource practices, such as training or reward systems) and promoting change plays an essential role. Decentralization and socialization are necessary for the successful development of those strategic changes.

The paper draws implications for service organizations suggesting, as the main strategic changes for improving competitiveness, the establishment of incentive regulation systems relevant to job characteristics and the establishment of a larger number of cooperation agreements and cooperation networks.

The purpose of this paper is to analyze the ethnic profile of the entrepreneur in relation to business activity, the reasons for creating the firm and the creation process. The aim is to analyze whether or not belonging to a particular ethnic group has an influence on the said processes, regardless of place of birth or nationality.

A total of 326 questionnaires were analyzed in order to carry out an exploratory study on different ethnic communities in the region of Valencia (Spain) by identifying the most influential factors for each of the dimensions studied.

The empirical results obtained show the relevance of ethnic origin. The variables that correspond to business activity, motives for new firm creation and the process involved undergo extremely significant alterations, depending on the origin of the entrepreneur.

The paper focuses on a particular geographical area and thus the limitations of the sample, as well as the influence of environmental factors may affect some of the results.

The paper contributes towards understanding business activity among an increasingly important collective in a globalized economy and provides valuable knowledge for creating public policy aimed at the integration and development of different ethnic groups.

This paper aims to propose a performance measurement system to evaluate the key aspects of entrepreneurial activities in Brazilian universities.

This study was developed in two phases. Both phases consisted of a survey sent to Brazilian universities (public, private and not-for-profit) whose technology transfer offices (TTO) had contributed to the annual report by the Ministry of Science, Technology and Innovation (MCTI, 2015), which evaluates the implementation of the Innovation Law. Multiple correspondence analysis was used to analyze the answers.

A set of 13 indicators and 13 characteristics of the organizational structure of the institutions was identified for the purpose of evaluating the level of development of the entrepreneurship activities.

The main limitation of this study relates to the low quality of the survey responses. It was not possible to qualitatively validate all the selected indicators. This is because universities are still not internally organized, because the higher authorities do not enforce the collection and treatment of data based on the existing legislation.

The results of this study, with the definition of indicators, can be used to inform public policy for the stimulation of entrepreneurship in other countries and regions.

The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.

The paper discuses the articles in the special issue, which investigate the relationships between human resource management and entrepreneurship from different points of view, approaches and employing different empirical contexts.

The papers highlight different human resource management factors of entrepreneurial behaviour and their influence on corporate entrepreneurship. Results from different empirical contexts as small and medium‐size firms, case studies, joint ventures, in the USA, China, and Spain, among others, make important contributions to the previous literature.

The paper discusses the intersection and association between human resource management and corporate entrepreneurship. Human resources play an essential role in so far as they can encourage or hinder corporate entrepreneurship.