Journal articles: 'Corporate entrepreneurship'

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Kuratko, Donald F. "Corporate Entrepreneurship." Foundations and Trends® in Entrepreneurship 3, no. 2 (2006): 151–203. http://dx.doi.org/10.1561/0300000015.

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Rutherford, Matthew W., and Daniel T. Holt. "Corporate entrepreneurship." Journal of Organizational Change Management 20, no. 3 (May 29, 2007): 429–46. http://dx.doi.org/10.1108/09534810710740227.

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Chung, Lai Hong, and Patrick T. Gibbons. "Corporate Entrepreneurship." Group & Organization Management 22, no. 1 (March 1997): 10–30. http://dx.doi.org/10.1177/1059601197221004.

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Thornberry, Neal. "Corporate entrepreneurship:." European Management Journal 19, no. 5 (October 2001): 526–33. http://dx.doi.org/10.1016/s0263-2373(01)00066-4.

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Rodrigues, Leonel Cezar, Emerson Antonio Maccari, and Alexsandro Pereira. "Strategies for fostering corporate entrepreneurship." Revista Ibero-Americana de Estratégia 8, no. 2 (December 23, 2009): 183–205. http://dx.doi.org/10.5585/ijsm.v8i2.1648.

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This paper targets at analyzing and characterizing corporate strategies practiced at Brasilata – Metallic Packing S/A, one of the most innovative and world-wide awarded Brazilian enterprises, to stimulate corporate entrepreneurship. This research used the case study research method. Data were collected from interviews with corporate executives, from studying internal reports and documents, observing processes, norms and specific procedures. Main results show that due to corporate entrepreneurship, Brasilata improved its productivity to 81%. Some 46,000 new ideas have been examined and also 6 patents were granted, which account for 75% of the enterprise annual revenues. Evidences show therefore, that corporate entrepreneurship’s strategies are effective at Brasilata and do create corporate resilience and improve performance bolstering business sustainability.

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Awwad, Mohammad Suleiman, and Abdullah Aref Abu-Karaki. "The Impact of Corporate Entrepreneurship on the Performance of Jordanian Telecom Corporates." Studies in Business and Economics 24, no. 1 (December 2021): 31–60. http://dx.doi.org/10.29117/sbe.2021.0126.

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The Telecom sector in Jordan is highly competitive in a way that affects the performance of firms working in this sector, many solutions were provided to enhance performance, but corporate entrepreneurship as a solution to significantly improve performance still not have fully adopted, that is why this research was carried to highlight the importance of such concept to improve performance. This research was aimed at determining the impact of corporate entrepreneurship dimensions (innovation, risk-taking, proactiveness, competitive aggressiveness, and autonomy) on the performance of Jordanian telecom corporates in Jordan. Data were collected from 39 telecom corporates in Jordan. The questionnaires entail assessing the degree of corporate entrepreneurship in relation to the performance of telecom corporates in Jordan. SmartPLS 2.0 Statistical program was used to conduct descriptive and inferential statistics. The findings of the research indicated that corporate entrepreneurship dimensions (innovation, risk-taking, proactiveness, and competitive aggressiveness) positively affect the performance of Jordanian telecom corporates except for the autonomy dimension.

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Samborski, Adam. "Corporate Governance and Corporate Entrepreneurship." Problemy Zarzadzania 13, no. 56 (December 15, 2015): 207–21. http://dx.doi.org/10.7172/1644-9584.56.13.

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Miles, Morgan P., Linda S. Munilla, and Jenny Darroch. "Sustainable corporate entrepreneurship." International Entrepreneurship and Management Journal 5, no. 1 (February 19, 2008): 65–76. http://dx.doi.org/10.1007/s11365-008-0074-3.

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Kuratko, Donald F., Jeffrey S. Hornsby, and Michael G. Goldsby. "Sustaining Corporate Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (May 2004): 77–89. http://dx.doi.org/10.5367/000000004773863237.

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This paper seeks to develop an exploratory model illustrating the critical elements needed for a sustained corporate entrepreneurship. Specifically, the model integrates and extends previous models that have examined the organizational or individual components of entrepreneurial activity. The proposed model provides additional theoretical foundation emphasizing the importance of perceived implementation/output relationships at both the individual and organizational level. The perceived satisfaction of these relationships provides the basis for whether or not a corporate entrepreneurial activity will be sustained.

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Ramachandran, K., T. P. Devarajan, and Sougata Ray. "Corporate Entrepreneurship: How?" Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 85–97. http://dx.doi.org/10.1177/0256090920060107.

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Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an enabling economic and political ecosystem that does not impede small or large scale redeployment of resources in new ways towards creative, entrepreneurial ends. Companies have a range of options to choose from to achieve this objective. At the one end of this option spectrum is ‘focused entrepreneurship’ wherein specific innovation initiatives are created with the rest of the organization insulated from them. At the other end is a managerial approach that leads to the creation of ‘organizationwide entrepreneurship.’ Entrepreneurship in such organizations is a shared value and drives managerial behaviour in conscious and subconscious ways and creates an entrepreneurial spirit organization-wide. Many mature organizations, unwilling to alter the status quo, tend to create focused initiatives that are mandated to identify and exploit new opportunities. While such focused initiatives may stimulate innovation, the very nature of their design erects barriers between the existing organization and the innovation effort. This makes it difficult for the organizations to access and leverage the existing capability base and to integrate new initiatives back into operational activity. Companies intent on developing and preserving entrepreneurship organization-wide, independent of their stage of growth, create an environment in which those who believe in the attractiveness of opportunities feel encouraged to pursue them. The top managements of such companies will design an organizational context conducive to autonomous generation of entrepreneurial initiatives, provide a sense of overall direction to these initiatives, and ensure that promising ventures receive necessary resources as they move through the uncertain development process wherein: money is neither offered nor seen as a primary motivator entrepreneurial contributions are rewarded with recognition and through provision of opportunities to engage in entrepreneurial activities on a bigger scale failure is considered normal and when failure occurs, the focus is on problem solving and learning from it rather than apportioning blame appropriate processes are used to capture knowledge created in the innovation process and routines developed to enable integration of such knowledge to create organizational rents. The contrast between patterns of focused and organization-wide entrepreneurship runs across every element of the organization starting with its mission and covering strategy, structure, systems, processes, and people skills and attitude. Institutionalizing the elements of entrepreneurship is crucial to building a sustaining competitive organization in today's business environment.

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Stopford, John M., and Charles W. F. Baden-Fuller. "Creating corporate entrepreneurship." Strategic Management Journal 15, no. 7 (September 1994): 521–36. http://dx.doi.org/10.1002/smj.4250150703.

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Taylor, Bernard. "From corporate governance to corporate entrepreneurship." Journal of Change Management 2, no. 2 (July 2001): 128–47. http://dx.doi.org/10.1080/714042492.

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Larsson, Anthony. "The seven dimensions of Skunk Works: a new approach and what makes it unique." Journal of Research in Marketing and Entrepreneurship 21, no. 1 (July 8, 2019): 37–54. http://dx.doi.org/10.1108/jrme-09-2017-0038.

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Purpose This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works. Design/methodology/approach This is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate. Findings This study shows how Skunk Works differs from other forms of collective/corporate entrepreneurship through its seven dimensions (isolation, customer needs, focus, planning, trusted project manager, cross-functional teams and leveraging overlaps) while challenging the dominant extant contenders of collective/corporate entrepreneurship. Practical implications Skunk Works remains a sustainable form of entrepreneurship, and it is still viable to consider it as a practical construct for smaller as well as larger organisations as a means of solving complicated innovative tasks requiring a multidisciplinary team with expert competence in a relatively quicker period of time. Social implications Organisations may take greater initiatives towards assembling entrepreneurial teams in the Skunk Work tradition. Originality/value As a means of understanding collective/corporate entrepreneurship, this study dissects some of the original fundamental cornerstones of Skunk Works entrepreneurship in an effort to present it as a viable alternative construct to the dominant construct of entrepreneurial orientation as well as other extant constructs.

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Boukamcha, Fayçal. "The effect of transformational leadership on corporate entrepreneurship in Tunisian SMEs." Leadership & Organization Development Journal 40, no. 3 (May 13, 2019): 286–304. http://dx.doi.org/10.1108/lodj-07-2018-0262.

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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.

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Nyanga, Takupiwa. "Impediments to Corporate Entrepreneurship." Ushus Journal of Business Management 19, no. 1 (January 1, 2020): 1–14. http://dx.doi.org/10.12725/ujbm.50.1.

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Corporate entrepreneurship plays a critical role in organizational systems. The study explored the challenges faced by corporate entrepreneurs in developing economies. The qualitative study revealed that corporate entrepreneurship in small and large corporations encounters impediments that hinder the generation of new ideas and lead to stagnation. The major impediments are corporate culture, unavailability of material and financial resources, fear of the unknown, incompetent employees, unavailability of corporate entrepreneurship legislation and policies, lack of goodwill and support from management and risk adversity on the part of the board of directors, management and employees.

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Van Wyk, R., and M. Adonisi. "Antecedents of corporate entrepreneurship." South African Journal of Business Management 43, no. 3 (September 30, 2012): 65–78. http://dx.doi.org/10.4102/sajbm.v43i3.475.

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Businesses should strive to identify and nurture internal organisational factors that cultivate a dynamic entrepreneurial culture. This paper scrutinizes the contribution of the internal organisational factors, measured by market orientation, flexibility and job satisfaction, to intrapreneurship, as measured by the Corporate Entrepreneurship Assessment Instrument (CEAI). Information from a sample of 333 managers explores the relationships of corporate entrepreneurship with different work variables by means of Product-Moment Correlation, Multiple Regression Analyses and Structural Equation Modelling. Structural Equation Modelling confirms that four of the corporate entrepreneurship factors were predicted reasonably well by means of the market orientation, flexibility and job satisfaction sub-scales. The article attempts to fill the research gap of identifying which market orientation, flexibility and job satisfaction factors play an important role in facilitating corporate entrepreneurial actions.

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Toledano, Nuria, David Urbano, and Marc Bernadich. "Networks and corporate entrepreneurship." Journal of Organizational Change Management 23, no. 4 (July 6, 2010): 396–412. http://dx.doi.org/10.1108/09534811011055395.

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Bau, Frank, and Kerstin Wagner. "Measuring corporate entrepreneurship culture." International Journal of Entrepreneurship and Small Business 25, no. 2 (2015): 231. http://dx.doi.org/10.1504/ijesb.2015.069287.

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Ireland, R. Duane, Jeffrey G. Covin, and Donald F. Kuratko. "Conceptualizing Corporate Entrepreneurship Strategy." Entrepreneurship Theory and Practice 33, no. 1 (January 2009): 19–46. http://dx.doi.org/10.1111/j.1540-6520.2008.00279.x.

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Klein, Peter G. "Entrepreneurship and corporate governance." Quarterly Journal of Austrian Economics 2, no. 2 (June 1999): 19–42. http://dx.doi.org/10.1007/s12113-999-1010-2.

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Rieple, Alison, and Shailendra Vyakarnam. "Corporate Entrepreneurship: A Review." Journal of Entrepreneurship 3, no. 1 (March 1994): 1–20. http://dx.doi.org/10.1177/097135579400300101.

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Gautam, Vinayshil, and Vinnie Verma. "Corporate Entrepreneurship: Changing Perspectives." Journal of Entrepreneurship 6, no. 2 (September 1997): 233–44. http://dx.doi.org/10.1177/097135579700600207.

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Byrne, Janice, and Alain Fayolle. "Corporate Entrepreneurship Training Evaluation." Industry and Higher Education 23, no. 3 (June 2009): 163–74. http://dx.doi.org/10.5367/000000009788640242.

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This paper looks at corporate entrepreneurship (CE) training and proposes some insights for its evaluation. The literature review begins by outlining what corporate entrepreneurship entails and the rationale for a firm adopting a more entrepreneurial posture. Subsequently, organizational devices for encouraging corporate entrepreneurship are explored, with a particular focus on the practice of training. Assessing the effect of training programmes leads to the question of how the programmes, especially CE programmes, can be effectively evaluated. An evaluative framework for CE training initiatives is proposed. The paper draws on evaluation principles from three fields of literature – training, adult education and entrepreneurship education. This study focuses on the ‘changes in learners’ that occur as a result of training. The evaluation insights gained from these three fields are coupled with an individualized measure of entrepreneurial orientation to present a schematic of effective CE training evaluation.

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Elia, Gianluca, Xiaoyang Li, Alessandro Margherita, and Claudio Petti. "Human-oriented corporate entrepreneurship." European Business Review 29, no. 4 (June 12, 2017): 386–401. http://dx.doi.org/10.1108/ebr-12-2015-0169.

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Purpose The generation of new ventures within established companies, also known as corporate entrepreneurship (CE), is a process influenced by a set of individual and organizational factors. This paper aims to focus on creativity and human resource management enablers of CE, with the purpose to define an integrative framework and draw a set of related research propositions. Design/methodology/approach The paper relies on a multidisciplinary literature review in the fields of CE, creativity and organizational innovation. Findings The effectiveness of CE depends on a set of individual factors, distinguished into professional and psychological characteristics, and organizational factors, which include the system of values of the organization and the management practices applied in the same. Research limitations/implications From a theoretical point of view, the paper develops an integrative framework of conditions that impact on CE and outlines a set of propositions and alternative research methods to test. Practical/implications From a practitioner perspective, the study provides managers with a comprehensive set of factors enabling CE by leveraging the creativity of individuals and make it flourish through consistent human resource management practices. Originality/value The value of the paper stays in the integration of individual-related and organizational-related determinants of entrepreneurial performance.

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Yamini Modi, Dr Pragya Jaroliya, Dr Deepak Jaroliya,. "A Study on Linkage between Corporate Social Entrepreneurship and Brand Building." Psychology and Education Journal 58, no. 2 (February 10, 2021): 5591–98. http://dx.doi.org/10.17762/pae.v58i2.2978.

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Nowadays Corporates are more focused on practicing social entrepreneurship and hence have diverted their business goals towards exercising Corporate Social Entrepreneurship (CSE), derived from the wider concept of Corporate Social Responsibility (CSR), as a strategy to address social problems majorly like Poverty, Unemployment, etc. in a way that maximizes performance and improves the overall stakeholder wellbeing. To achieve their high-minded goals, the corporates might partner with government or philanthropic entities, fund specific programs and work on either the local or global level. Such practices build a competitive advantage with a social impact on society. It's a mechanism to genuinely address social problems while remaining associated with a higher purpose. Though the companies are venturing ways to address a social problem, it is necessary to ascertain the perceived value of the same amongst the Organization and its impact on business goals to achieve higher brand equity. Hence, the study focuses on deriving the linkage between Corporate Social Entrepreneurship and Corporate Brand Building through a structured modeling technique as a methodology via primary data collection

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Atiq, Muhammad, and Mine Karatas-Ozkan. "Sustainable Corporate Entrepreneurship from a Strategic Corporate Social Responsibility Perspective." International Journal of Entrepreneurship and Innovation 14, no. 1 (February 2013): 5–14. http://dx.doi.org/10.5367/ijei.2013.0102.

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This paper explores the process of sustainable entrepreneurship from the perspective of strategic corporate social responsibility (CSR). Drawing on insights from entrepreneurship studies that focus on opportunity creation and enactment, along with the extant literature on CSR, the authors propose a conceptual framework for sustainable entrepreneurship that combines an entrepreneurial approach with sustainability. The authors suggest that sustainability should be embedded in the business operations of companies and that sustainable business practices should be driven by an entrepreneurial approach in order to create shared value – that is, value for the business as well as for society. Shared value creation is the outcome of sustainable corporate entrepreneurship.

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YIM-TEO, TIEN HUA, and CHRISTIAN JANG TAO CHAO. "EMBODYING CORPORATE ENTREPRENEURSHIP IN STRATEGIC ORIENTATION FOR TECHNOLOGY FIRMS." International Journal of Innovation and Technology Management 01, no. 02 (June 2004): 185–204. http://dx.doi.org/10.1142/s0219877004000167.

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The study of entrepreneurial activities and behavior in corporations is considered important as it is viewed as a means for sustained corporate competitiveness. This challenge is particularly crucial for technology firms which face dynamic competition due to rapid technological changes. This highlights the need to adopt a suitable strategic orientation which embraces entrepreneurship. However, there appears to be a fragmented understanding as to what constitutes corporate entrepreneurship. This paper therefore attempts to provide clarity to the definition of corporate entrepreneurship by first determining what essentially 'entrepreneurship' is and subsequently contextualizing entrepreneurship in the corporate setting. Based on a clear understanding of corporate entrepreneurship, the paper then conceptually develops a strategic orientation that embodies corporate entrepreneurship applicable to technology firms.

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Annisa, Salma, Ratih Purbasari, and Margo Purnomo. "State of The Art of Corporate Entrepreneurship on State Owned Entreprises: A Bibliometrics Study." Business Innovation and Entrepreneurship Journal 4, no. 2 (August 31, 2022): 155–64. http://dx.doi.org/10.35899/biej.v4i2.364.

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Organizations today have been faced with a variety of dynamic environmental changes. The sustainability and sustainability of the organization can be threatened if the organization is unwilling to formulate innovations as part of a strategy to adapt. One of the determinants of the internal environment to adopt innovation is a concept called corporate entrepreneurship strategy. Corporate entrepreneurship is a fundamental element in organizational and economic development. Although many researchers have provided evidence that corporate entrepreneurship improves organizational performance, these studies only examine corporate entrepreneurship in the private sector in large companies and small and medium-sized enterprises. The development of corporate entrepreneurship research theory in state-owned enterprises is still very limited. This research will aim to provide a mapping overview of the development of corporate entrepreneurship research in state-owned enterprises that can later produce further background and deeper insights. In addition, mapping results can also be used as a basis to develop the concept of corporate entrepreneurship in state-owned enterprises. Based on the overall results of the study, it can be concluded that research on the concept of corporate entrepreneurship in state-owned enterprises in the last 26 years is really still very little done. The research findings are quite surprising because they produce indications that corporate entrepreneurship research studies on state-owned enterprises still need serious attention to be explored and exploited scientifically in today's very dynamic era of uncertainty. Organisasi saat ini telah dihadapkan dengan berbagai perubahan lingkungan yang dinamis. Keberlangsungan dan keberlanjutan organisasi dapat terancam apabila organisasi tidak mau untuk merumuskan inovasi sebagai bagian dari strategi untuk beradaptasi. Salah satu penentu lingkungan internal untuk mengadopsi inovasi adalah konsep yang disebut corporate entrepreneurship strategy. Corporate entrepreneurship merupakan elemen fundamental dalam pengembangan organisasi dan ekonomi. Meskipun banyak peneliti telah memberikan bukti bahwa corporate entrepreneurship meningkatkan kinerja organisasi, berbagai penelitian tersebut hanya meneliti corporate entrepreneurship pada sektor swasta pada perusahaan besar dan perusahaan kecil menengah. Perkembangan teori penelitian corporate entrepreneurship pada badan usaha milik negara masih sangat terbatas. Penelitian ini akan bertujuan untuk memberikan gambaran pemetaan dari perkembangan penelitian corporate entrepreneurship pada badan usaha milik negara yang nantinya dapat menghasilkan latar belakang lebih lanjut dan wawasan yang lebih mendalam. Selain itu, hasil pemetaan juga dapat digunakan sebagai dasar untuk mengembangkan konsep corporate entrepreneurship pada badan usaha milik negara. Berdasarkan hasil keseluruhan penelitian, dapat disimpulkan bahwa penelitian mengenai konsep corporate entrepreneurship pada badan usaha milik negara pada 26 tahun terakhir benar-benar masih sangat sedikit dilakukan. Temuan penelitian cukup mengejutkan karena menghasilkan indikasi bahwa kajian penelitian corporate entrepreneurship pada badan usaha milik negara masih perlu perhatian yang serius untuk dieksplorasi dan dieksploitasi secara ilmiah pada era ketidakpastian yang sangat dinamis saat ini.

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Chang, Yi-Ying, Che-Yuan Chang, and Chung-Wen Chen. "Transformational leadership and corporate entrepreneurship." Leadership & Organization Development Journal 38, no. 6 (August 7, 2017): 812–33. http://dx.doi.org/10.1108/lodj-10-2015-0219.

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Purpose The purpose of this paper is to examine how transformational leadership may relate to corporate entrepreneurship by adopting a multilevel approach. The authors also theorized and tested the top-down and bottom-up intermediate process linking transformational leadership and corporate entrepreneurship. Design/methodology/approach Multisource data across different timeframes were collected from 129 managers and 244 employees from 55 units of 27 firms. Findings The results showed that transformational leadership and corporate entrepreneurship were positively related at the unit level. Furthermore, unit-level collective efficacy mediated the relationship between unit-level transformational leadership and unit-level corporate entrepreneurship. The authors also found that the firm-level empowerment climate moderated the indirect effect of unit-level collective efficacy on the relationship between unit transformational leadership and unit-level corporate entrepreneurship. Originality/value First, the goal of this study is to extend the single focus of transformational leadership on corporate entrepreneurship (e.g. Ling et al., 2008) and develop a more thoughtful approach on determining how transformational leaders influence corporate entrepreneurship across levels. This study responds to calls for research to look at the impact of unit-level transformational leaders, such as middle managers, across levels (Ren and Guo, 2011) and creates a multilevel framework in which transformational leaders at the unit level influence the appearance of corporate entrepreneurship at the unit level.

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THORGREN, SARA, JOAKIM WINCENT, and DANIEL ÖRTQVIST. "A CAUSE–EFFECT STUDY OF INTER-FIRM NETWORKING AND CORPORATE ENTREPRENEURSHIP: INITIAL EVIDENCE OF SELF-ENFORCING SPIRALS." Journal of Developmental Entrepreneurship 14, no. 04 (December 2009): 355–73. http://dx.doi.org/10.1142/s1084946709001363.

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Participating in inter-firm networks has become increasingly popular to enhance corporate entrepreneurship. Trust, relationship diversity and knowledge transfer are considered some of the prominent cornerstones of well-functioning networks. Using longitudinal survey data covering a population of 41 firms operating in two SME networks, we examine cause–effect relationships between interorganizational trust, relationship diversity and knowledge transfer, and corporate entrepreneurship among networking firms. We found a causal influence of knowledge transfer and relational diversity on corporate entrepreneurship. Our approach also identified self-enforcing spirals between network constructs and corporate entrepreneurship. Firms displaying high corporate entrepreneurship may stimulate the creation of relationships such as those characterized by high knowledge transfer that, in turn, are relationship characteristics that stimulate corporate entrepreneurship.

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Sasanti Munir, Ningky. "Corporate parenting and corporate entrepreneurship in media company." International Journal of Financial, Accounting, and Management 3, no. 1 (June 4, 2021): 15–26. http://dx.doi.org/10.35912/ijfam.v3i1.425.

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Purpose; The study aimed to understand how the multi-business company creates value through a combined effort of Corporate Parenting (CP) and Corporate Entrepreneurship (CE). The parenting-fit matrix was used to describe CP, while CE four model was used to describe CE. Research methodology: This study is qualitative applied research using a case study approach conducted on a multi-business media company. Data was obtained primarily through interviews with senior executives representing the holding company and 18 subsidiaries. Questionnaires were also distributed to executives to develop a parenting-fit matrix and CE model. Results: This study shows that the 18 subsidiaries of the multi-business company fall under four different cells. The CE model applied at the parent company level is the enabler. Limitations: The limitation of this study mainly lies in the measurement method's reliability for corporate parenting and corporate entrepreneurship. Contribution: This study shows that, apart from the parent company, the development of new businesses can also be carried out by the subsidiary companies using the CE producer model.

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Liu, Yueyue, Meng Xi, Feifei Li, and Xiulin Geng. "Linking CEO relationship-focused leadership and corporate entrepreneurship: a multilevel moderated mediation model." Chinese Management Studies 15, no. 4 (July 5, 2021): 940–58. http://dx.doi.org/10.1108/cms-08-2020-0353.

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Purpose Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty. Design/methodology/approach Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model. Findings This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification. Research limitations/implications This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship. Originality/value To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

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Bakytgul, Tundikbayeva, Marwa Ahmed, and Yevgeniya Kim. "Corporate Entrepreneurship and Organizational Performance: The Moderating Role of Organizational Engagement." Annals of Contemporary Developments in Management & HR 1, no. 1 (May 1, 2019): 39–45. http://dx.doi.org/10.33166/acdmhr.2019.01.005.

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The aim of the present paper is to shed light on the concept of corporate entrepreneurship. The authors have attempted to highlight the different conceptualizations and explanations from renowned scholars in the domain of entrepreneurship pertaining to the corporate entrepreneurship and how it can result in worthy outcomes for businesses. Therein, the paper has reviewed and presented notable model explaining the predictors and consequences of corporate entrepreneurship. Specifically, the paper has attempted to work on linking corporate entrepreneurship with organizational performance. Through critical appraisal, the paper has also discussed the potential of organizational engagement in moderating this relationship. The paper forwards prepositions and conceptual model for scholars enthusiastic to study corporate entrepreneurship and its relationship with organizational performance following the buffering impact of organizational performance.

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TOKSÖZ, Seray. "CORPORATE ENTREPRENEURSHIP IN PUBLIC ORGANISATIONS." Journal of Social Sciences 37, no. 37 (January 1, 2019): 222–38. http://dx.doi.org/10.16990/sobider.4979.

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Hind, Colene, and Renier Steyn. "Corporate entrepreneurship - Distilling the concept." Southern African Journal of Entrepreneurship and Small Business Management 7, no. 1 (July 1, 2015): 69. http://dx.doi.org/10.4102/sajesbm.v7i1.7.

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Background: Corporate entrepreneurship (CE) is credited for many positive organisational outcomes, including systemic growth and increased revenue. Several terms associated with CE, including strategic renewal, corporate venturing and intrapreneurship are frequently used interchangeably and often confuse scholars, researchers and practitioners. The lack of clarity about the exact meaning of these terms is detrimental to the synergy in the current body of knowledge and the development of models involving these concepts. Objective: The aim of this paper was to describe CE as a unique concept, distinguishable from related concepts. Methodology: Several definitions of CE as well as the related terms were dissected, to identify core elements associated with each of them. The validity of these comprehensive definitions was tested by requesting 68 master’s degree students to classify the definitions. Inter-rater reliabilities were calculated in order to assess the level of agreement in the classification of the constructs. Results: The results indicate that CE is difficult to distinguish from strategic renewal and corporate venturing, but that intrapreneurship seems to be better defined and separate from the other constructs. Conclusion: These results emphasise the conceptual confusion that exists around CE and the need for further clarification of terminology.KEY WORDSCorporate entrepreneurship, strategic renewal, corporate venturing, intrapreneurship.

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Jones, Oswald. "Manufacturing regeneration through corporate entrepreneurship." International Journal of Operations & Production Management 25, no. 5 (May 2005): 491–511. http://dx.doi.org/10.1108/01443570510593166.

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Lober, Douglas J. "Pollution prevention as corporate entrepreneurship." Journal of Organizational Change Management 11, no. 1 (February 1998): 26–37. http://dx.doi.org/10.1108/09534819810369554.

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Agrawal, Anirudh, and Sreevas Sahasranamam. "Corporate social entrepreneurship in India." South Asian Journal of Global Business Research 5, no. 2 (June 16, 2016): 214–33. http://dx.doi.org/10.1108/sajgbr-12-2014-0098.

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Purpose – The purpose of this paper is to analyze how corporations create social and economic value through corporate social entrepreneurial activities. Design/methodology/approach – This paper employs a multiple case study approach. The selected cases cover companies that have a clear corporate social enterprise model in operation and address different prevailing social problems. Findings – This study reveals that corporate social entrepreneurship (CSE) is driven by the environmental dynamics, organizational antecedents, and organizational outcomes. In addition, the authors found that CSE provides companies with both implicit and explicit strategic benefits. Based on the findings the authors propose an integrated model of CSE. Research limitations/implications – As all cases originate from India the authors cannot rule out the possibility that the conclusions are only valid for a certain institutional and socio-economical context. Practical implications – The developed model is useful for companies operating in complex environments in developing markets as it provides recommendations on how to strengthen social and public legitimacy and earn returns on their business investments. Moreover, the developed model helps companies operating in antagonistic environments with prevailing social problems to position themselves favorably. Social implications – The study attempts to legitimize the practice of CSE by highlighting the positive financial, social, and political outcomes. Originality/value – This study presents an integrated model of CSE in the Indian context and outlines how corporations can draw implicit and explicit benefits.

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Johanna de Villiers‐Scheepers, Margarietha. "Antecedents of strategic corporate entrepreneurship." European Business Review 24, no. 5 (August 24, 2012): 400–424. http://dx.doi.org/10.1108/09555341211254508.

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Bhardwaj, Broto R., and Sushil. "Internal environment for corporate entrepreneurship." Journal of Chinese Entrepreneurship 4, no. 1 (February 24, 2012): 70–87. http://dx.doi.org/10.1108/17561391211200948.

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Umrani, Waheed Ali, Kabiru Maitama Kura, and Umair Ahmed. "Corporate entrepreneurship and business performance." PSU Research Review 2, no. 1 (March 15, 2018): 59–80. http://dx.doi.org/10.1108/prr-12-2016-0011.

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Purpose The purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship. Design/methodology/approach Data were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model. Findings The results have supported the hypothesized direct and moderated relationship. Originality/value The present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).

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Jancenelle, Vivien E., Susan Storrud-Barnes, and Rajshekhar (Raj) G. Javalgi. "Corporate entrepreneurship and market performance." Management Research Review 40, no. 3 (March 20, 2017): 352–67. http://dx.doi.org/10.1108/mrr-01-2016-0019.

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Purpose The purpose of this paper is to investigate the effects of a firm’s entrepreneurial proclivity on market performance for large, publicly traded US firms. This study draws upon the five-dimensional view of corporate entrepreneurship (CE) and develops hypotheses aimed at understanding the effects of direct effect of CE cues of proactiveness, autonomy, innovativeness, competitive aggressiveness and risk-taking on stock performance during earnings conference calls. Design/methodology/approach The entrepreneurial orientation of 339 firm post-earnings announcement conference calls is analyzed through a content analysis of transcripts, and the impact of CE cues on stock price is measured using event-study methodology. Findings The results suggest that the cueing the CE dimensions of innovativeness, risk-taking and especially autonomy have a positive effect on market performance during conference calls, while competitive aggressiveness has a negative effect. No effect was found for proactiveness. Research limitations/implications The effect of entrepreneurial proclivity on firm value is not uniform. Not all dimensions of CE have a positive effect on market performance at a corporate level, and measuring each dimension of CE separately may be a valuable approach for future research. Practical implications Firms may create more value when they cue specific entrepreneurial attributes, and cueing competitive aggressiveness may not be desirable. Originality/value This study fills a gap in the literature by measuring the direct effect of CE cues on market performance through an innovative research design which relies on computer-aided text analysis.

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Birkinshaw, Julian. "Corporate entrepreneurship in network organizations:." European Management Journal 16, no. 3 (June 1998): 355–64. http://dx.doi.org/10.1016/s0263-2373(98)00012-7.

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Benavides Espinosa, María del Mar, and Antonia Mohedano Suanes. "Corporate entrepreneurship through joint venture." International Entrepreneurship and Management Journal 7, no. 3 (July 29, 2011): 413–30. http://dx.doi.org/10.1007/s11365-011-0203-2.

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Dess, G. "Emerging Issues in Corporate Entrepreneurship." Journal of Management 29, no. 3 (June 2003): 351–78. http://dx.doi.org/10.1016/s0149-2063(03)00015-1.

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Dess, G. G., R. D. Ireland, S. A. Zahra, S. W. Floyd, J. J. Janney, and P. J. Lane. "Emerging Issues in Corporate Entrepreneurship." Journal of Management 29, no. 3 (June 1, 2003): 351–78. http://dx.doi.org/10.1016/s0149-2063_03_00015-1.

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WHITING, BRUCE G. "A Corporate Venture in Entrepreneurship." Journal of Creative Behavior 21, no. 3 (September 1987): 248–54. http://dx.doi.org/10.1002/j.2162-6057.1987.tb00481.x.

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Shin, Bo Young, and Keun Tae Cho. "The Evolutionary Model of Corporate Entrepreneurship: A Case Study of Samsung Creative-Lab." Sustainability 12, no. 21 (October 30, 2020): 9042. http://dx.doi.org/10.3390/su12219042.

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Despite international interest in corporate entrepreneurship research, relevant knowledge has not been systematically accumulated. Even in practice, the discussions of corporate entrepreneurship revolve around the appropriate level necessary and the preferred method of action. This paper proposes an evolutionary model that outlines corporate entrepreneurship overall in terms of an organization’s entrepreneurial activities. For the research objective, this paper includes in-depth case studies on Samsung’s Creative Lab. The Creative-Lab of Samsung has been actively implementing corporate venture system for eight years. We conducted collective case studies by focusing on a single case (Creative-Lab) and then moving to multiple cases (Creative-Lab spin-off companies). Firstly, the study identifies the development process of entrepreneurship from the individual-level to the firm-level, and from the firm-level to the social-level. Secondly, the study confirms that corporate venturing and the corporate spin-off system have a positive impact on entrepreneurial behavior, which is crucial to seize opportunities. Thirdly, based on the growth factors and performance of corporate entrepreneurship, an evolutionary model of corporate entrepreneurship is proposed in this paper. This study can contribute to the establishment of an integrated and structured mechanism of related research as it comprehensively reviews the antecedents, elements, and outcomes of corporate entrepreneurship.

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Zhao, Wu, Wei Liu, and Yun Chen. "Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China." Sustainability 11, no. 19 (September 25, 2019): 5275. http://dx.doi.org/10.3390/su11195275.

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Although the research of corporate entrepreneurship has continued to advance, few studies investigate corporate entrepreneurial activities within existing organizations in emerging market firms based on a case study approach. Building on a case study of PHNIX, a Chinese manufacturing firm, we draw on the literature on corporate entrepreneurship to develop a framework for understanding the occurrence, development and management of corporate entrepreneurial activities in organizational settings, and present a typology of some of the strategies that can be used in the process of corporate entrepreneurship. The findings considered the elements of entrepreneurial insight, pro-entrepreneurial organizational antecedents, knowledge sharing activities and internal incubation represent the core work in the fission process of corporate entrepreneurship. As such, we conclude with a discussion of theoretical and practical implications for further understanding the essence of corporate entrepreneurship in a complex organizational context. In addition, managers seeking to corporate entrepreneurship could benefit from the findings enabling them to understand and even adopt some of the principles and fission strategies used by PHNIX.

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Ziyae, Babak, and Hossein Sadeghi. "Exploring the relationship between corporate entrepreneurship and firm performance: the mediating effect of strategic entrepreneurship." Baltic Journal of Management 16, no. 1 (October 27, 2020): 113–33. http://dx.doi.org/10.1108/bjm-04-2020-0124.

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PurposeStrategic 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/approachAdopting 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.FindingsThe 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/valueThe 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.

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Journal articles on the topic 'Corporate entrepreneurship'

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