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While extant literature has advanced our understanding of senior and middle managers in corporate entrepreneurship, studies have only recently attended to the role of non-managerial employees (NMEs). These organizational members bring ideas, resources and energy to the pursuit of innovative opportunities, yet the determinants of their entrepreneurial behavior are poorly understood.

The authors performed a systematical literature review on the subject of NMEs in corporate entrepreneurship to identify gaps and recommend an agenda for future research.

The review revealed gaps regarding (1) the distance of NMEs from decisions on corporate strategic intent, (2) agentic choices made by NMEs to use their subject matter expertise for their employers' benefit, and the influences of (3) job characteristics and (4) organizational infrastructural support of entrepreneurial behavior.

The authors present a theoretical framework and directions for future research.

This study aims to analyze how various contingencies within the contingency theory influence the entrepreneurial orientation (EO) elements and performance of retail franchisees in a South Pacific Island nation.

This study employs a quantitative approach of data collection from 203 managers in a total of 89 retail franchise outlets. Convenience and snowball sampling techniques were used with data analysis through SPSS AMOS and covariance-based structural equation modelling (CB-SEM).

The results confirmed that technology, innovation and promotion; competitive edge and value co-creation; high return opportunity capitalization; and empowerment and support influenced franchisee performance, while responsive customer focused leadership and competitor knowledge proved to be insignificant. The findings supported EO's influence on both financial and non-financial indicators, with greater influence on financial indicators. The result revealed that EO accounts for partial impact on franchisee performance, while the remaining impact could be attributed to organization and environment contingencies.

The study proposes a novel context of EO in franchising, where we dissect key elements within the EO dimensions. It also adds to the extant literature on how the broader context of environmental and organizational factors termed as “strategic fit” affects entrepreneurial franchisee performance.

To improve school organisational performance and innovativeness, and meet diverse student needs, school leaders should be innovative, risk-takers and proactive, thus applying entrepreneurial practices/strategies and market mechanisms. This study aims to investigate, from a schoolteacher's perspective, the degree of entrepreneurial leadership behaviour (ELB) applied by school principals in European primary schools. Given that school autonomy is perceived as an important predictor of leaders' entrepreneurship, this study investigates the impact of educational macro (autonomy and accountability) and micro (demographics) contexts on ELB by comparing centralised and decentralised European school systems with the highly centralised Greek school system.

This comparative study was conducted in Greece (630 participants) and in 14 European countries (972 participants). Thornberry's Entrepreneurial Leadership Questionnaire was used, comprising general entrepreneurial leader (GEL), miner (MIN), accelerator (ACC), explorer (EXP) and integrator (INT) behaviours.

The results revealed that ELB is a multi-dimensional concept, and that all participating teachers perceived ELB application moderately, with more focus on the internal (than external) school environment. Furthermore, the dual-directional macro-contextual influence found in applying ELB indicates that high school autonomy and accountability activate ELB owing to the school's freedom to engage in entrepreneurial ventures, while low autonomy/accountability still activates ELB, but only for organisational survival within hierarchical-bureaucratic school environments. This feature differentiates “intrapreneur/intrepreneur” from “entrepreneur” school principals.

The theoretical basis of entrepreneurial leadership (EL) in education should include entrepreneurial multi-dimensional leadership aspects (competencies, behaviours, skills) and educational context (macro and micro). Implications for school leadership research and practice are also discussed.

This study aims to design and empirically test a model where autonomy affects partnership (PT) and entrepreneurial orientation (EO), which in turn improves competitive aggressiveness (CA), market orientation (MO) and PT; to verify the impact of CA on MO and PT; and to determine to what extent MO mediates the EO–PT relationship.

The authors used a quantitative approach to test 101 Brazilian firms from different sectors, analyzed by structural equation modeling using the partial least squares–structural equation modeling.

Results show that autonomy improves EO and PT. EO positively affects CA, MO and PT. CA impacts MO positively, and MO mediates the EO–PT relationship, although it reduces the possibility of PT.

Although 101 firms could be a “small sample,” the authors validated it according to Hair et al. (2009) and Chin et al. (2003). Their first contribution is to extend the works relating to EO and PT by showing the positive effects of autonomy on EO and PT. Second, to show the mediating effect of MO on the EO–PT relationship. Finally, they draw attention to how firms with EO improve CA, MO and PT; and CA boost MO. Thus, to generalize EO research internationally, like in the emergent markets.

Although EO has attracted significant attention to entrepreneurship research, it is not clear how autonomy impacts a firm's EO and PT, considering the mediating effect of MO on the EO–PT relationship; if EO influences CA and MO, and the impact of CA on MO and PT.

The aim of this paper is to improve the understanding of strategies for how established companies can respond to disruptive innovation, handle increasing complexity, facilitate entrepreneurial culture and processes and successfully manage organizational ambidexterity.

A qualitative multiple-case study was conducted to explore successful practices of innovation ambidexterity (IA) and their organizational design, entrepreneurial culture and mindset, processes and leadership. Two internationally established firms that have launched and established IA programs provided deep insight, revealing their strategy and learning on the path toward effective IA.

The findings show that accepting and managing the inherent complexity increases within an ambidextrous organization strategy is a decisive factor in achieving effective IA. As a result, segmenting small organizational units and granting them extensive autonomy is proposed for managing the complexity of an organization while increasing its effectiveness. Furthermore, it is shown that this helps foster entrepreneurial culture, mindsets and processes as additional mediators for achieving effective IA. Coaching, empowerment and trust were identified as key factors of ambidextrous leadership values that encourage entrepreneurial behavior and decision-making.

To the best of the authors knowledge the first study connecting the research fields of complexity management, organizational ambidexterity theory and entrepreneurial culture while applying the fundamentals of systems theory to propose a practical management framework for successfully responding to disruptive innovation.

This study aims to examine entrepreneurial performance differences between indigenous Dayak women entrepreneurs of their high versus low enterprising tendency in Sarawak, Malaysia.

A quantitative approach was used for data collection and analysis. The population of this study was the indigenous women entrepreneurs in Sarawak, Malaysia. Primary data were collected from 129 indigenous women entrepreneurs using convenience sampling. The survey instrument for measuring enterprising tendency and entrepreneurial performance was adopted from the relevant literature. Data were analyzed using independent t-tests in Statistical Packages for Social Science.

This study found that indigenous women entrepreneurs with higher enterprising tendencies performed better than those with lower enterprising tendencies. A significant difference was found between entrepreneurs with a higher enterprising tendency and those with a lower enterprising tendency in three of the five entrepreneurial attributes: need for achievement, creative tendency and calculated risk-taking. Nevertheless, no significant difference was observed in need for autonomy and internal locus of control between the two groups of indigenous women entrepreneurs.

Very few studies are available in the Malaysian context explicitly concerning women entrepreneurs in general and indigenous Dayak women in specific. Therefore, this study provides novel insights into the relationship between enterprising tendency and entrepreneurial performance among indigenous Dayak women entrepreneurs in Malaysia.

This study examines the relationship between subsidiary autonomy and the MNE subsidiary initiative collaboration (i.e. entrepreneurial initiative resource support, the subsidiary seeks and receives from the MNE). It proposes some underlying mechanisms as external embeddedness, and MNE organizational structures to explain the relationship between subsidiary autonomy and the MNE subsidiary initiative collaboration. The study draws on paradox theory arguing how at both the subsidiary and the parent MNE levels certain paradoxes are handled.

Survey data are collected in a time-lagged fashion from 429 foreign subsidiaries in New Zealand. Data are analyzed using structural equation modeling.

Results show that the relationship between subsidiary autonomy and the receipt of MNE resource support for initiatives is positive, and this is more likely the case where the subsidiary is managed under simple structures (i.e. subsidiary reports to corporate headquarters, regional headquarters or mandated units) rather than complex structures (i.e. a matrix or a network). Furthermore, an increase in subsidiary autonomy positively influences MNE initiative resource-seeking, and this is more likely the case where the subsidiary is less embedded externally.

The study is one of the first of studies that has applied paradox theory to MNE–subsidiary relationships regarding autonomy and MNE collaboration on initiatives. The study extends research on MNE–subsidiary collaboration on subsidiary initiatives as existing research is limited on this domain. The study contributes by showing how external embeddedness, and the complexity of organizational structures determine the relationship between subsidiary autonomy and MNE subsidiary initiative collaboration.

This paper aims to analyze the mediating effect of entrepreneurial passion on the relationship between entrepreneurial orientation and innovative work behavior in employees of small- and medium-sized enterprises (SMEs) in Peru.

A nonexperimental cross-sectional design was used. Data were obtained from a random sample of 300 employees of SMEs in the manufacturing, agricultural and livestock sectors in Peru.

The results showed that entrepreneurial orientation has a direct and positive effect on entrepreneurial passion and innovative work behavior. Also, entrepreneurial passion was found to have a mediating effect on the relationship between entrepreneurial orientation and innovative work behavior.

The research provides evidence-based knowledge of the causal relationships between three important constructs related to entrepreneurship, analyzing their direct and indirect effects on innovative work behavior.

This study aims to examine the influence of entrepreneurial orientation and knowledge management orientation on participation of women-owned small and medium enterprises (SMEs) in public procurement. The research also aimed at examining the influence of knowledge management orientation on entrepreneurial orientation, and the mediating role of entrepreneurial orientation on the relationship between Knowledge management orientation and participation of women-owned SMEs in public procurement.

The study used a quantitative cross-sectional survey design. Data were collected using a drop-off pick-up method. The determined sample size for the women-owned SME firms was 123, while an effective sample size of 103 was obtained, and covariance-based structural equation modelling was used to test the research hypotheses.

Findings indicated that entrepreneurial orientation and knowledge management positively and significantly influenced both the search for tender opportunities and the number of times the firm submitted bids. Knowledge management orientation had a significant positive influence on entrepreneurial orientation, while entrepreneurial orientation partially mediated the relationship between knowledge management orientation and participation of women-owned SMEs in public procurement, thus implying that both knowledge management orientation and entrepreneurial orientation contribute to search for tender opportunities and the number of times a woman-owned SME firm submits bids.

The study was cross-sectional and quantitative in nature, yet it involved behaviour aspects such as participation in public procurement. Further, a wholistic approach is taken when studying the SMEs disregarding the industrial characteristics to which the SME belongs.

Almost 30% to 38% of SMEs in developing countries are owned by women. Focusing on increasing the number of women owned SMEs participating in public procurement will improve the nations’ GDP and increase the number of the citizens in the labour force due to increased employability.

Previous research takes a wholistic approach when examining SMEs participation in public sector procurement disregarding the impact of gender. Further, knowledge management orientation and entrepreneurial orientation in women-owned SMEs are studied for the first time in a public procurement setting.

The purpose of this paper is to examine the gender differences in entrepreneurship driven by configurations of institutional environment and entrepreneurial cognition, and provide theoretical guidance and practical reference for promoting female and male entrepreneurship.

Based on a configuration perspective, six antecedents of institutional environment and entrepreneurial cognition are integrated to explore multiple concurrent factors and causally complex relationships affecting female and male entrepreneurship.

This study indicates that the configurations of institutional environment and entrepreneurial cognition can achieve high female and male entrepreneurship. There are similarities and differences between female and male entrepreneurship from a configuration perspective. Perceived opportunity plays an important role in entrepreneurship for both women and men, and the absence of fear of failure is also important for male entrepreneurship. There is a complementary effect among entrepreneurial cognitions in the absence of institutional environment. In the configurations of institutional environment and entrepreneurial cognition, female entrepreneurship benefits more from informal institutions, whereas regulative and cognitive institutions play a greater role in male entrepreneurship.

Policymakers and individuals should take a holistic and complex view of the impact of institutional environment and entrepreneurial cognition, and differentiated measures should be taken for female and male entrepreneurship.

This research responds to the call for multilevel transnational entrepreneurship research, enriches research on institutional environment and entrepreneurial cognition, deepens the application of fuzzy-set qualitative comparative analysis to the field of entrepreneurship and strengthens the understanding of the similarities, differences and complexities of female and male entrepreneurship.