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Corporate Entrepreneurship (corporate + entrepreneurship)
Selected AbstractsDecision Comprehensiveness and Corporate Entrepreneurship: The Moderating Role of Managerial Uncertainty Preferences and Environmental DynamismJOURNAL OF MANAGEMENT STUDIES, Issue 8 2009Ciaran Heavey abstract Although comprehensiveness is considered among the most salient and enduring strategic decision-making characteristics in organizations, its influence on firm behaviour has remained elusive. As a first step, our study builds and tests a model that specifies the influence of comprehensiveness on the firm's pursuit of corporate entrepreneurship. Our core argument is that while comprehensiveness helps decision-makers gain the knowledge needed to escape the ignorance and overcome doubt associated with this pursuit, this beneficial influence is conditional upon managerial uncertainty preferences, together with the level of dynamism in the external environment. Findings from a large sample study of CEOs from 349 SMEs provide general support for this argument and associated hypotheses. [source] Corporate Entrepreneurship in the Public Sector: The Dance of the ChameleonAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2 2000Robert J. Sadler This article explores the application of corporate entrepreneurship within the public sector. It outlines research that investigates whether those factors, which the literature describes as stimulating corporate entrepreneurship in the private sector, apply to the public sector. It concludes that entrepreneurship is a strategic phenomenon and, as a consequence, the unique environmental influences on public sector bodies generate stimulants and constraints to corporate entrepreneurship,which vary from those applicable to the private sector. [source] Conceptualizing Corporate Entrepreneurship StrategyENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009R. Duane Ireland Our knowledge of corporate entrepreneurship (CE) continues to expand. However, this knowledge remains quite fragmented and non-cumulative. Herein, we conceptualize CE strategy as a useful focal point for integrating and synthesizing key elements within CE's intellectual domain. The components of our CE strategy model include (1) the antecedents of CE strategy (i.e., individual entrepreneurial cognitions of the organization's members and external environmental conditions that invite entrepreneurial activity), (2) the elements of CE strategy (i.e., top management's entrepreneurial strategic vision for the firm, organizational architectures that encourage entrepreneurial processes and behavior, and the generic forms of entrepreneurial process that are reflected in entrepreneurial behavior), and (3) the outcomes of CE strategy (i.e., organizational outcomes resulting from entrepreneurial actions, including the development of competitive capability and strategic repositioning). We discuss how our model contributes to the CE literature, distinguish our model from prior models, and identify challenges future CE research should address. [source] Decision Comprehensiveness and Corporate Entrepreneurship: The Moderating Role of Managerial Uncertainty Preferences and Environmental DynamismJOURNAL OF MANAGEMENT STUDIES, Issue 8 2009Ciaran Heavey abstract Although comprehensiveness is considered among the most salient and enduring strategic decision-making characteristics in organizations, its influence on firm behaviour has remained elusive. As a first step, our study builds and tests a model that specifies the influence of comprehensiveness on the firm's pursuit of corporate entrepreneurship. Our core argument is that while comprehensiveness helps decision-makers gain the knowledge needed to escape the ignorance and overcome doubt associated with this pursuit, this beneficial influence is conditional upon managerial uncertainty preferences, together with the level of dynamism in the external environment. Findings from a large sample study of CEOs from 349 SMEs provide general support for this argument and associated hypotheses. [source] The Successful Product Pioneer: Maintaining Commitment while Adapting to ChangeJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2002Mark Simon Introducing pioneering products is an important entrepreneurial activity and the lifeblood of small businesses, yet previous literature on pioneering and performance in small firms has been inconclusive. Based on data gathered from entrepreneurs in 51 small computer firms, the study found that commitment (entrepreneurial confidence) and adaptability (corporate entrepreneurship and environmental dynamism) were especially beneficial to pioneers. The other three variables (product championing, marketing emphasis, and technological newness) contributed to performance across all new product introductions but did not have modifying effects on pioneering introductions in particular. [source] Knowledge management for corporate entrepreneurship and growth: a case studyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2008Fátima Guadamillas This study presents a case of corporate entrepreneurship analyzed from a Knowledge-based perspective as an extension of the Resource-based View (RBV) of the firm. This approach proposes that the development of knowledge can underpin the growth of the firm through corporate entrepreneurship. Following this perspective, we analyze the way an established firm uses resources and capabilities, especially its accumulated knowledge, as a foundation on which to develop a growth strategy through diversification to related businesses in the fields of electronics and Information Technology (IT). Moreover, we identify some of the most important factors contributing to the success of this strategy, such as the internal development and integration of relevant technological knowledge, human resources (HR) policies, organizational flexibility, knowledge management tools based on IT, and purchase of companies and cooperation agreements for the acquisition of external knowledge. Copyright © 2008 John Wiley & Sons, Ltd. [source] Corporate Entrepreneurship in the Public Sector: The Dance of the ChameleonAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2 2000Robert J. Sadler This article explores the application of corporate entrepreneurship within the public sector. It outlines research that investigates whether those factors, which the literature describes as stimulating corporate entrepreneurship in the private sector, apply to the public sector. It concludes that entrepreneurship is a strategic phenomenon and, as a consequence, the unique environmental influences on public sector bodies generate stimulants and constraints to corporate entrepreneurship,which vary from those applicable to the private sector. [source] | ||||||||||