Search results

1 – 10 of over 20000
To view the access options for this content please click here
Article

R. Duane Ireland, Donald F. Kuratko and Michael H. Morris

Identifies issues to consider when designing a corporate entrepreneurship strategy, discuss the triggers of corporate entrepreneurship, and describe an internal work

Abstract

Purpose

Identifies issues to consider when designing a corporate entrepreneurship strategy, discuss the triggers of corporate entrepreneurship, and describe an internal work environment that supports corporate entrepreneurship.

Design/methodology/approach

Based on the extant literature, case studies, and the authors' experiences with a diverse mix of companies, the nature and importance of a corporate entrepreneurship strategy is described, together with insights into the internal and external factors that facilitate corporate entrepreneurship and a strategy used to support it.

Findings

The ability to foster high levels of entrepreneurial intensity and formulate effective corporate entrepreneurship strategy is associated with key elements of the organizational climate. Four major climate variables are assessed. Conclusions are drawn regarding the value an entrepreneurial mindset creates when used in established firms.

Research implications

Raises a number of questions regarding the role of strategic versus non‐strategic approaches to encouraging entrepreneurship and innovation in larger, established companies, as well as the relative importance of differing triggering events and various climate variables in influencing a successful corporate entrepreneurship strategy.

Practical implications

Demonstrates to managers how to strategically approach the concept of entrepreneurship within a larger organization, including how to design an internal work environment that is conducive to encouraging employees to act on their innate entrepreneurial potential.

Originality/value

Fulfills a missing gap in terms of how established firms can make entrepreneurship a core element of their approaches to strategic management and offers practical insights into some of the more vital factors that contribute to sustainable levels of entrepreneurship in established firms.

Details

Journal of Business Strategy, vol. 27 no. 1
Type: Research Article
ISSN: 0275-6668

Keywords

To view the access options for this content please click here
Article

Babak Ziyae and Hossein Sadeghi

Strategic entrepreneurship rejuvenates firms to achieve a competitive advantage in current markets. It is effective in forming corporate entrepreneurship and involves the…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Baltic Journal of Management, vol. 16 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

To view the access options for this content please click here
Book part

Bostjan Antoncic, Melissa S Cardon and Robert D Hisrich

Entrepreneurship is an emerging and evolving field of inquiry. Entrepreneurship research has been expanding its boundaries by exploring and developing explanations and…

Abstract

Entrepreneurship is an emerging and evolving field of inquiry. Entrepreneurship research has been expanding its boundaries by exploring and developing explanations and predictions of entrepreneurship phenomena in terms of events such as innovation, new venture creation and growth as well as characteristics of individual entrepreneurs and entrepreneurial organizations. The largest institutionalized community of entrepreneurship scholars – the Entrepreneurship Division of the Academy of Management – has developed an entrepreneurship specific domain that incorporates the creation and management of new businesses, small businesses and family businesses, and the characteristics and special problems of entrepreneurs; it has further identified major topics such as new venture ideas and strategies, ecological influences on venture creation and demise, the acquisition and management of venture capital and venture teams, self-employment, the owner-manager, management succession, corporate venturing, and the relationship between entrepreneurship and economic development. One growing entrepreneurship research sub-field is corporate entrepreneurship (intrapreneurship), i.e. entrepreneurship in existing organizations. Emerging in the past two decades, the initial research in corporate entrepreneurship focused on new business venturing, i.e. the formation of new ventures by existing organizations, mostly corporations, and the focus on the entrepreneurial individual inside a corporation – this focus was then extended to include entrepreneurial characteristics at the organizational level. Corporate entrepreneurship research has evolved into three focal areas. The first area of focus is on the individual intrapreneur (Jennings, Cox & Cooper, 1994; Jones & Butler, 1992; Knight, 1989; Lessem, 1988; Luchsinger & Bagby, 1987; McKinney & McKinney, 1989; Pinchot, 1985; Ross, 1987; Souder, 1981), mainly emphasizing the intrapreneur’s individual characteristics. The recognition and support of entrepreneurs in organizations is also a part of this focal area. The second area of focus has been on the formation of new corporate ventures (Burgelman, 1985; Carrier, 1994; Cooper, 1981; Fast & Pratt, 1981; Hisrich & Peters, 1984; Hlavacek & Thompson, 1973; Krueger & Brazeal, 1994; MacMillan, Block & Narasimha, 1984; Szypersky & Klandt, 1984; Vesper, 1990); this area’s primary emphasis is on the different of types of new ventures, their fit with the corporation, and their enabling corporate internal environment. The third area of focus is on the entrepreneurial organization (Burgelman, 1983; Drucker, 1985; Duncan et al., 1988; Hanan, 1976; Kanter, 1984; Kuratko et al., 1993; Merrifield, 1993; Muzyka, de Konning & Churchill, 1995; Pinchot, 1985; Quinn, 1979; Rule & Irwin, 1988; Schollhammer, 1981; Stevenson & Jarillo, 1990; Stopford & Baden-Fuller, 1994), which mainly emphasizes the characteristics of these organizations.

Details

Advances in Entrepreneurship, Firm Emergence and Growth
Type: Book
ISBN: 978-1-84950-267-2

To view the access options for this content please click here
Book part

Donald F Kuratko, R.Duane Ireland and Jeffrey S Hornsby

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To…

Abstract

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with the challenge of simultaneously developing and nurturing both today’s and tomorrow’s core competencies, firms increasingly rely on effective use of corporate entrepreneurship (Covin & Miles, 1999). These facts make it imperative that managers at all levels actively participate in designing and implementing a strategy for corporate entrepreneurship actions. The recent literature reveals that there is a general although certainly not a complete consensus around the position that successful corporate entrepreneurship (CE) is linked to improvement in firm performance (Ireland et al., 2001). Covin, Ireland and Kuratko (2003) suggest that corporate entrepreneurship is increasingly recognized as a legitimate path to high levels of organizational performance and that the understanding of corporate entrepreneurship as a valid and effective practice with real, tangible benefits is occurring across firm type and managerial levels. Other researchers cite corporate entrepreneurship’s importance as a growth strategy (Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Zahra, 1991; Zahra & Covin, 1995; Zahra, Kuratko & Jennings, 1999). As an example, Dess, Lumpkin and McGee (1999) note that, “Virtually all organizations – new start-ups, major corporations, and alliances among global partners – are striving to exploit product-market opportunities through innovative and proactive behavior” – the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “…entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing an internal environment that cultivates employees’ interest in and commitment to creativity and the innovation that can result from it contributes to successful competition in today’s competitive arenas. A valuable and appropriate internal organizational environment is a product of effective work (often within the context of corporate entrepreneurship) by managers at all levels (Floyd & Lane, 2000).

Details

Advances in Entrepreneurship, Firm Emergence and Growth
Type: Book
ISBN: 978-1-84950-267-2

To view the access options for this content please click here
Book part

Minet Schindehutte, Michael H. Morris and Donald F. Kuratko

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of…

Abstract

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of definitional, conceptual, methodological, contextual, and temporal factors that have been confounding the research. The authors then present a multidimensional framework that specifies a more nuanced picture of the determinants, motives, activities, and consequences of corporate in established firms. Finally, the authors discuss conceptual, methodological, and practical implications, as well as outline future research avenues.

Details

The Challenges of Corporate Entrepreneurship in the Disruptive Age
Type: Book
ISBN: 978-1-78754-443-7

Keywords

To view the access options for this content please click here
Article

Asghar Afshar Jahanshahi, Khaled Nawaser and Alexander Brem

In order to learn more about the antecedents of strategy at the top management team’s (TMT) level, the purpose of this paper is to investigate the effects of TMT cultural…

Abstract

Purpose

In order to learn more about the antecedents of strategy at the top management team’s (TMT) level, the purpose of this paper is to investigate the effects of TMT cultural intelligence on corporate entrepreneurship strategy. Then, the authors examine how TMT’s ambiguity tolerance mediates this relationship.

Design/methodology/approach

The authors tested the hypothesis by collecting survey data from 41 TMTs of small- and medium-sized enterprises in the south-east of Iran.

Findings

The survey results confirm that a high level of cultural intelligence in TMTs is conducive to corporate entrepreneurship. Furthermore, the result shows that higher levels of cultural intelligence in TMTs relate to a higher level of ambiguity tolerance, which, in turn, enhances the possibility of pursuing corporate entrepreneurship strategy by SMEs.

Research limitations/implications

The data for this study were obtained from 41 TMTs in the south-east of Iran, which increases the probability that the results may not be directly transferable to certain companies in Western countries. Future research might attempt to test the ideas developed in this paper across different settings and samples.

Originality/value

Several theoretical and empirical studies have explored possible antecedents of corporate entrepreneurship. But a few papers investigated the role of TMT dispositions on corporate entrepreneurship strategy. By addressing the prominent role of TMT psychological dispositions on corporate entrepreneurship strategy, this paper attempts to fill this gap.

Details

Baltic Journal of Management, vol. 13 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

To view the access options for this content please click here
Article

Fayçal Boukamcha

The purpose of this paper is to investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized…

Abstract

Purpose

The purpose of this paper is to investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized enterprises (SMEs). It has been argued that transformational leadership is a multidimensional construct which is composed of intellectual stimulation, idealized influence, inspirational motivation and individual consideration. Corporate entrepreneurship is also a multidimensional construct composed of new business venturing, innovativeness, self-renewal and proactiveness. Hence, it has been hypothesized that transformational leadership positively and directly influences corporate entrepreneurship.

Design/methodology/approach

A hypothetico-deductive and quantitative approach was adopted to test the suggested research model. A 2 × 2 survey was conducted on a random sample of a set of Tunisian SMEs’ workers. Data analysis was performed using the structural equation modeling.

Findings

The results highlight the relatively relevance of transformational leadership’s components in triggering the corporate entrepreneurship’s patterns.

Originality/value

The author reports on the importance of transformational leadership in the corporate entrepreneurship development in the Tunisian business context. The paper should be of interest to readers in the areas of management and entrepreneurship. This work seems to be relevant to the extent that few works have highlighted the association between the components of both transformational leadership and corporate entrepreneurship. The findings seem interesting insofar as they show mainly the important effect of the intellectual stimulation and the inspirational motivation, triggered by transformational leaders, on workers’ innovativeness, proactiveness and new business venturing.

Details

Leadership & Organization Development Journal, vol. 40 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article

Jin Chen, Zhaohui Zhu and Wang Anquan

To measure the factors contributing to corporate entrepreneurship cultivation and examine the relation between corporate entrepreneurship and innovation performance.

Abstract

Purpose

To measure the factors contributing to corporate entrepreneurship cultivation and examine the relation between corporate entrepreneurship and innovation performance.

Design/methodology/approach

With interviews and questionnaires, 58 large‐middle size enterprises in China were randomly surveyed to test the hypotheses. Factor analysis is used to corporate entrepreneurship cultivation factors, corporate entrepreneurship and innovation performance. And then, a series of multiple linear regression analyzes have been conducted to test the causality between the above three aspects.

Findings

It is found that there are four factors contributing to corporate entrepreneurship, and it is suggested that corporations can cultivate corporate entrepreneurship to enhance corporate innovation performance.

Research limitations/implications

It's not an exhaustive list of corporate entrepreneurship cultivation factors. And the size of samples is not large enough which perhaps limits its usefulness.

Practical implications

Lack of corporate entrepreneurship is a common problem of the large corporations in China, so the system model which proved in the paper is useful to offer a guideline.

Originality/value

The paper brings forth a system model to better the methods of cultivating corporate entrepreneurship to enhance corporate innovation performance based on an empirical study.

Details

International Journal of Manpower, vol. 26 no. 6
Type: Research Article
ISSN: 0143-7720

Keywords

Content available
Article

J. L. Morrow

Boards of directors often attempt to foster corporate entrepreneurship by replacing a firmʼs chief executive officer (CEO). Compelling theoretical arguments and anecdotal…

Abstract

Boards of directors often attempt to foster corporate entrepreneurship by replacing a firmʼs chief executive officer (CEO). Compelling theoretical arguments and anecdotal evidence suggest that when firm performance has suffered, a new CEO is best suited to lead the firmʼs creative endeavors. On the other hand, among firms that retain their existing CEO after a decline in performance, manipulating the CEOʼs compensation package is a common governance practice used by boards to encourage innovation. In these cases, some have argued that increasing the CEOʼs pay will encourage corporate entrepreneurship, because the CEO has been compensated for assuming additional risk. Counter to these propositions, this study develops theoretical arguments that a firmʼs existing CEO is better equipped to foster corporate entrepreneurship and that this probability increases when the CEOʼs cash compensation is decreased. Results from a sample of 100 single-product manufacturing firms suggest firms that retain their current CEO and decrease the CEOʼs cash compensation are most likely to engage in corporate entrepreneurship. Implications that this research has for corporate entrepreneurship, corporate governance, and firm performance are discussed.

Details

New England Journal of Entrepreneurship, vol. 5 no. 2
Type: Research Article
ISSN: 2574-8904

To view the access options for this content please click here
Article

Bostjan Antoncic and Robert D. Hisrich

Despite the recognized importance of entrepreneurship for organizational wealth creation, research has devoted minimal attention to investigating this area. This study…

Abstract

Despite the recognized importance of entrepreneurship for organizational wealth creation, research has devoted minimal attention to investigating this area. This study contributes to a better understanding of the relationship between corporate entrepreneurship and wealth creation by developing and testing a normative model, which clarifies the nature of the influences of corporate entrepreneurship and its environmental and organizational antecedents on organizational performance. The findings of structural equation modeling, based on mail survey data from 477 Slovenian firms, demonstrate that corporate entrepreneurship and some its contingencies make a difference in organizational wealth creation, growth and profitability.

Details

Journal of Management Development, vol. 23 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 20000