Environment,corporate entrepreneurship,and financial performance: A taxonomic approach

This study examined the association between a firm's external environment, corporate entrepreneurship, and financial performance. The study emphasized three propositions: (1) perceived—rather than objective-characteristics of the environment significantly influenced entrepreneurship activities; (2) a multidimensional definition of a firm's environment was essential to unravel the interplay between the environment, orporate entrepreneurship activities, and financial performance; and (3) a taxonomic approach had the advantage of accounting for the interrelationships among the dimensions of the environment in classifying firms.Using data from 102 companies in six4-digit industrial classification codes (SIC),cluster analysis was used to distinguish four environmental settings: “dynamic growth,” “hostile and rivalrous but technologically rich,” “hospitable, product-driven growth,” and “static and impoverished” environments. These four environments varied in their characteristics.The four empirically derived environment clusters were then used to examine variations in corporate entrepreneurship—operationalized as corporate innovation and venturing, and corporate renewal activities. The first dimension—corporate innovation and venturing—had four components: new business creation, new product introduction, percent of revenue from new products, and technological entrepreneurship. The renewal dimension had three components: mission reformulation, reorganization, and system-wide change. The data were used to test six hypotheses:

• 1.H1: In dynamic or growth environments, companies will emphasize new business creation and innovation.
• 2.H2: Environmental hostility is positively associated with the redefinition of business through venturing activities.
• 3.H3: Hospitable business environments are positively associated with business venturing and renewal activities.
• 4.H4: Static environments are inversely associated with corporate venturing and renewal activities.
• 5.H5: Corporate entrepreneurship activities are positively associated with company financial performance.
• 6.H6: Corporate entrepreneurship activities emphasised in HI through H4 will be significantly and positively associated with company financial performance in their respective environmental clusters.

The results provided general support for the six hypotheses. They showed that: (1) each environmental cluster had a distinct combination of activities relating to corporate innovation and venturing, and renewal; (2) corporate entrepreneurship activities varied in their associations with measures of company growth and profitability; and (3) the associations between corporate entrepreneurship and company financial performance varied among the four environment clusters. The results from this study can help executives in selecting specific entrepreneurial activities that match the demands of success in their business environment to improve their company's performance.     

Corporate venturing: Insights from actual performance

Corporate innovation and the entrepreneurial strategies on which it is based are key challenges at the forefront of executive concerns. In order to establish some factual foundations amid the popular folklore which surrounds corporate innovation today, this study examines the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy. Data were collected from 145 internal corporate ventures (early-stage, middle-stage, and established-stage) operating in 72 firms headquartered in the midwestern United States. The results of this study are summarized herein and offer insights regarding some of the key correlates of corporate venturing performance.     

Assessing the maturity of crowdventuring for corporate entrepreneurship

Corporate entrepreneurship is a process of strategic renewal and development of an existing business through the creation of new products, services, and activities, as well as new competitive postures and independent ventures. The performance of this process, which leverages the creativity and the initiative spirit of employees and managers, thus relies on the capacity of the organization to create favorable conditions for the emergence of such latent entrepreneurial potential. The development of participatory innovation models and collective intelligence offers new insights for conducting research on factors enabling corporate entrepreneurship. In particular, the internal company ‘crowd’ can be investigated with the purpose of studying the conditions under which the corporate entrepreneurship process can be successfully nurtured and conducted. In such view, this article moves from an extended review of corporate entrepreneurship and organizational innovation literature to define the concept of crowdventuring and to present an assessment tool aimed at evaluating the maturity of the crowdventuring process within an organization. The tool, which captures both individual and organization-related factors, is also used for an illustrative application into a multinational IT company. Some implications are drawn at the theory and practitioner levels.     

Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms

Research has suggested that corporate venturing is crucial to strategic renewal and firm performance, yet scholars still debate the appropriate organizational configurations to facilitate the creation of new businesses in existing organizations. Our study investigates the effectiveness of combining structural differentiation with formal and informal organizational as well as top management team integration mechanisms in establishing an appropriate context for venturing activities. Our findings suggest that structural differentiation has a positive effect on corporate venturing. In addition, our study indicates that a shared vision has a positive effect on venturing in a structurally differentiated context. Socially integrated senior teams and cross-functional interfaces, however, are ineffective integration mechanisms for establishing linkages across differentiated units and for successfully pursuing corporate venturing.     

解铃还须系铃人:疫情之下企业家身份焦虑的诱因与化解

经历重大疫情的小微企业面临更为严峻的创新挑战,也使企业家身份焦虑成为常态。文章聚焦疫情暴发这一特定背景,将小微企业对政商关系的预期视为诱发企业家身份焦虑的逻辑起点,从企业所处的外部制度环境和市场环境切入,探索化解企业家身份焦虑并提升小微企业创新意愿的可行路径。研究发现,企业家对政商关系的预期是身份焦虑的重要来源,企业家身份焦虑与小微企业创新意愿之间的关系会受到政策置信性和网络嵌入行为的双调节效应的影响。由于企业家身份焦虑难以避免,提高对政策置信性的预期能够有效缓解政商关系感知引发的企业家身份焦虑。疫情之后的复工复产活动中需要进一步缩短政策的传导链条,加强小微企业之间制度化互动,重塑企业家的自我身份认同,控制企业家身份焦虑的有效边界,推动小微企业持续健康发展。     

Asymmetric roles of business ties and political ties in product innovation

This study investigates the asymmetric roles of business ties and political ties in innovation processes. The study posits that business ties strengthen organizational competence and enhance the environmental fit. In contrast, political ties increase the environmental fit but ossify organizational internal routines. The study uses an extensive survey on 766 Chinese firms across multiple sectors to test hypotheses. The empirical results provide strong supports for hypotheses by showing that: (1) business ties have a positive impact on product innovation, indicating that despite different types of business ties, they share common features in enhancing product innovation; (2) political ties have an inverted U-shaped relationship with product innovation, indicating that the positive effect of political ties on product innovation would diminish as the costs of political ties outweigh the benefits.     

Discovering the entrepreneurial micro‐ecosystem: The case of a corporate accelerator

Faced with a proliferation of initiatives like corporate accelerators, entrepreneurial ecosystems see emerge new spaces that we can call entrepreneurial micro‐ecosystems. A micro‐ecosystem is a local open system interacting with the entrepreneurial ecosystem and driven by an actor or group of actors capable of fostering dynamics of innovation and entrepreneurship. The literature has tended to focus on the macro and meso levels leaving behind the microlevel and the strategies implemented by the actors that could lead to the creation of micro‐ecosystems. In this study, we consider corporate accelerators, still little studied, as entrepreneurial micro‐ecosystems. We propose to take a structural and strategic approach in order to better understand the attributes and the strategies put in place by these actors from a multilevel approach. A qualitative study was conducted on a corporate accelerator and the results reveal the importance of strategic attributes in terms of legitimacy, coopetition, and business model.     

Enhancing or inhibiting: The impact of investment in political ties on the link between firm innovation and productivity

Whether investment in political ties enhances or inhibits firm innovation has not been well understood in the literature. Theoretically, proactive use of political ties could help firms gain favourable political resources, thereby enhancing the effectiveness and efficiency of firm innovation activities. However, investment in political ties might conflict with innovation in internal resource orchestration processes. Based on a sample of 9693 firms across 27 transition economies, I find that the effect of investment in political ties on the link between innovation and productivity is based on type of innovation and type of political investments. Although bribery does not show any significant influence on the link between either product or organizational innovation and firm productivity, managerial time invested in political ties weakens the positive relationship between organizational innovation and productivity.     

Entrepreneurial orientation,market orientation,network ties,and performance: Study of entrepreneurial firms in a developing economy

Entrepreneurial orientation (EO), market orientation (MO) and network ties are typically modeled as separate antecedents of performance. However, the boundary conditions for such models are under-explored, as is their applicability to developing economy settings. Accordingly, drawing on institutional and social capital theories, the current paper argues that the performance benefits of EO and MO are complementary, and vary across different levels of social and business network ties. Using primary data gathered from entrepreneurial firms operating in Ghana, the study findings indicate that aligning high levels of EO and MO improves business performance, and particularly so when social and business network ties are well developed, since under these latter conditions, the performance benefits of aligning EO and MO are greatest.     

Entrepreneurial orientation,entrepreneurial competencies,innovation, and performances in SMEs of Pakistan: Moderating role of social ties

The current study examines the mediating role of innovation and entrepreneurial competencies in entrepreneurial orientation’s relationship with financial, social, and environmental performance. This research also determines the role of social ties in strengthening the association between innovation and entrepreneurial competencies with social, financial, and environmental performance. Using multi-source and time-lagged studies, the data was collected from 297 small and medium-sized enterprises (SMEs) in Pakistan, and structural equation modeling was used to test direct, indirect, and moderating hypotheses. The findings show that entrepreneurial orientation, entrepreneurial competencies, and innovation positively correlate with all the types of performance under investigation and confirm the mediating role of innovation and entrepreneurial competencies. Additionally, social network ties strengthen innovation—financial performance, and entrepreneurial competencies—social performance relationship. This research proposes significant theoretical and managerial implications by determining the impact of entrepreneurial orientation on SMEs in Pakistan.     

The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies

Corporate social responsibility (CSR) and corporate political activities are complementary, and the coordinated management of corporate social responsibility and corporate political activities may lead to better firm performance. However, corporate social responsibility and corporate political activities should be aligned carefully to utilize this complementarity. Strategic flexibility, which is the ability of a firm to adapt to changes in the external environment and make necessary organizational modifications quickly, can help firms to align their corporate social responsibility and corporate political activities. This paper empirically investigates the political dimension and the interactive dimension which describes interactions between corporate social responsibility and corporate political activities together with strategic flexibility and their effects on firm performance through a study of 142 firms in Turkey using moderated multiple regression methods. The results show that, while the political dimension had an inverted U‐shaped effect on firm performance, indicating that only a moderate level of corporate political activities may improve financial performance, the interactive dimension had positive but limited implications for performance. Finally, it was found strategic flexibility plays a positive moderating role on the relationships between the interactive dimension and firm performance. It is concluded that complementarity between corporate social responsibility and corporate political activities which may result in better performance is contingent on strategic flexibility.     

A proclivity for entrepreneurship: A comparison of entrepreneurs,small business owners,and corporate managers

Despite intensive inquiry, relatively little is known about the entrepreneur, the central figure in entrepreneurship. The question of how an individual who operates his or her own business differs from a corporate manager remains unanswered. In addressing this question, the primary purpose of this study was to investigate the potential of psychological constructs to predict a proclivity for entrepreneurship. The research model includes three classic themes in the literature: achievement motivation, risk-taking propensity, and preference for innovation.A survey of 767 small business owner-managers and corporate managers was assembled from a 20-state region, primarily the southeastern United States. The participants completed a questionnaire composed of the Achievement Scale of the Personality Research Form, the Risk-Taking and Innovation Scales of the Jackson Personality Inventory and questions pertaining to numerous individual and organizational variables. Respondents were first divided into two groups, managers and small business owner-managers. Subsequently, due to the often cited variations in entrepreneurs, the owner-managers were further categorized as either an entrepreneur or small business owner, using the widely cited Carland et al. (1984) theoretical definitions. Entrepreneurs are defined by their goals of profit and growth for their ventures and by their use of strategic planning. Alternatively, small business owners focus on providing family income and view the venture as an extension of their personalities. In this study, both groups of owner-managers were simultaneously compared with managers using hierarchical set multinomial LOGIT regression.The results indicated that the psychological constructs are associated with small business ownership, but with some important caveats. As hypothesized, those labeled entrepreneurs were higher in achievement motivation, risk-taking propensity, and preference for innovation than were both the corporate managers and the small business owners. This profile of the entrepreneur as a driven, creative risk-taker is consistent with much of the classic literature concerning the entrepreneur. Nonetheless, not all of the owner-managers fit this profile. When compared with managers, the small business owners demonstrated only a significantly higher risk-taking propensity. In terms of the constructs studied, the small business owners were more comparable to managers than to entrepreneurs.In addition to theoretical and methodological implications, the results presented here have important implications for small business owner-managers of both types. A major issue is the connection between the owner’s psychological profile and the characteristics of the venture, including performance. It would appear that psychological antecedents are associated with owner goals for the venture. Some owners will be more growth oriented than will others, and performance should be assessed in light of the owner’s aspirations for the venture. Moreover, owners should be aware of their own personality sets, including risk preferences, which may be more or less suited to different venture circumstances, including those with relatively high levels of risk.Planning in small businesses appears to enhance venture performance. Research has demonstrated the connections between psychological factors and planning behaviors in small businesses. Those labeled entrepreneurs in this study have goals of profit and growth, and tend to engage in more planning. An awareness of these psychological preferences and concomitant attention to planning behaviors have the potential to improve the performance of the venture, irrespective of owner aspirations.Venture teaming is becoming more popular among entrepreneurs. Balanced venture teams appear to improve the chances of entrepreneurial success (Timmons 1990), but a common source of conflict among venture team members is inconsistent or ambiguous motives for the new venture. Awareness of venture partners’ psychological predispositions in areas such as risk-taking could be used to identify and reconcile areas of potential conflict, and enhance the planning process in the small firm. In sum, an individual’s awareness of his or her psychological profile provides a number of advantages, not only to existing entrepreneurs, but also to aspiring entrepreneurs who should assess their perceived entrepreneurial opportunities against the backdrop of their psychological proclivity for entrepreneurship.     

Entrepreneurship and strategic thinking in business ecosystems

Success in business ecosystems that include well-established companies and new ventures requires collaboration and competition, a task that demands strategic thinking to leverage a firm's resources and capabilities. Strategic thinking and the entrepreneurial activities in an ecosystem influence one another in a cycle that perpetuates and even sparks innovation. These interactions vary significantly across four types of business ecosystems—Orchestra, Creative Bazaar, Jam Central, and MOD Station—and determine the success and failures of new ventures and established companies. The nature and effect of the dynamic interactions in a business ecosystem can have profound implications for organizational success.     

Corporate Political Strategy: An Examination of the Relation between Political Expenditures, Environmental Performance, and Environmental Disclosure

Two fundamental business ethics issues that repeatedly surface in the academic literature relate to business’s role in the development of public policy [Suarez, S. L.: 2000, Does Business Learn? (The University of Michigan Press, Ann Arbor, MI); Roberts, R. W. and D. D. Bobek: 2004, Accounting, Organizations and Society 29(5–6), 565–590] and its role in responsibly managing the natural environment [Newton, L.: 2005, Business Ethics and the Natural Environment (Blackwell Publishing, Oxford)]. When studied together, researchers often examine if, and how, corporations influence environmental policy decisions. Drawing from literatures on?corporate political activity, corporate social and environmental performance, and corporate environmental disclosure, we develop and empirically examine two research questions concerning the relations between corporate political expenditures, environmental performance, and environmental disclosure. The questions are: (1) Do corporations that are poorer environmental performers spend more on political activities than their better-performing counterparts? (2) Is there an association between corporations’ spending on political activities and the extent of their financial report environmental disclosures? We investigated these questions through analyses of data we gathered on a sample consisting of 119 U.S. environmentally sensitive firms for the 2001–2002 election cycle. After controlling for firm size and specific industry effects, our tests reveal a significant, inverse relationship between firm environmental performance and political spending. This is consistent with the notion that U.S. firms with relatively poorer environmental performance records engage more intensely in corporate political activities as part of their overall strategic management of their relationship with the state. In addition, a significant and positive association between the amount of political spending and the extent of environmental disclosure suggests that environmental disclosure and political spending are both proactive, complementary tactics to strategically manage public policy pressure. If corporations’ strategies are intentionally designed to unreasonably limit their environmental responsibilities or to misrepresent firm environmental performance, then we argue that these activities reflect a significant lapse in ethical conduct.     

Organizational Ambidexterity and Innovation Performance: The Moderating Effect of Entrepreneurial Orientation

The influence of organizational ambidexterity on innovation and the growth of enterprises has gradually become an important research topic in the field of strategic management and organization theory. This paper builds up a theoretical framework of the relationship between organizational ambidexterity and innovation performance with regards to corporate entrepreneurship orientation. We select 175 companies from high and new technology industries in China’s three large cities, Beijing, Tianjin and Dalian, as samples to carry out an empirical test. We find that the balance and complement of organizational ambidexterity are positively correlated with the innovation performance of enterprises; a corporate entrepreneurial orientation has a significantly moderating effect on the relationship between the balance dimension of organizational ambidexterity and innovation performance, yet it has no significant positive moderating effect on the relationship between the combined dimension of organizational ambidexterity and innovation performance.     

The rise and fall of the Merlin-Gerin Foundry Business: A case study in French corporate entrepreneurship

This case study discusses the history of the creation and development within an established French electrical firm of a new business, a high-tech foundry, by a dynamic entrepreneur. We follow the trajectory of this internal venture from launch to apogee, divestment, and closure over a period of 26 years.First, we outline a framework for the selection of the external and internal variables that will allow us to interpret the case within the present theories and practices of internal corporate venturing. This framework is also useful for analyzing some particular aspects that may be attributed to the specific culture and environment of the Merlin-Gerin company. Second, we present the case history, which can be summarized briefly as follows. In 1959, the foundry of Merlin-Gerin, a leading French manufacturer of electrical apparatus, could not compete with outside suppliers. Roger Huet, an expert in aluminum casting, was hired to revitalize the business with new technologies and develop the PRECIAL (PRECIsion ALuminum) process. In 1967, he was able to market low-weight, high-strength parts to European airplane manufacturers with sales reaching $10 million. In 1970, McKinsey recommended that scarce capital resources should be reserved for the core business and that the foundry should be sold. Amazingly, this decision was not implemented for 12 years, because Huet convinced management that the foundry was profitable and had a brilliant future thanks to its unique technological skills. The foundry was sold to Alcoa in 1982 and closed down in 1985. Table 1 highlights the main events and the key corporate and entrepreneurial actions and reactions that determined the evolution and the ultimate fate of the internal venture. Third, we discuss the key factors that contributed first to the success and then to the demise of the venture, such as the culture and climate of the Merlin-Gerin and the Alcoa companies, major changes in corporate strategy and policy, discontinuities and schisms in technology and market strategies, and the leading role of the entrepreneur.Fourth, we analyze, in retrospect, whether this internal venture made a contribution to the Merlin-Gerin Company and whether the 12-year delay in implementing the divestment recommendation by McKinsey was financially and socially justified. Finally, we compare the processes observed in this company with models of corporate entrepreneurship previously developed by scholars and draw conclusions about the critical factors of success for an internal corporate venture.In our opinion, there are two unusual aspects, in addition to the international setting, that make this case interesting for both scholars and practitioners.

1. 1. This internal venture continued for 26 years, an unusually long period compared to most corporate ventures (Fast 1979; Sykes 1986; Kanter et al. 1990, 1991b, 1992). The main reasons were the personality of the entrepreneur, his close relationship with the president, the unique technology, the initial market successes, the profitability and positive cash flow of the foundry, and, finally, corporate inertia.

2. 2. The recurring shift from agreement to disagreement of business goals and strategies between the corporation (first Merlin-Gerin and then Alcoa) and the entrepreneurial venture, which, in turn, led to alternate phases of cooperation and tension between the two parties.

Table 2 summarizes the evolution of the corporate and internal venture strategies and shows the gradual shift from strategic congruence to conflict that inevitably led first to the divestment and then to the closure of the foundry. Thus, some lessons could be drawn from this case on how to survive, if not to succeed, in the difficult game of corporate entrepreneurship.

1.

2.

     

Networks in Entrepreneurship: The Case of High-technology Firms

The value of networks as an integral part of the explanation of entrepreneurial success is widely acknowledged. However, the network perspective does not specify the role of networks in the emergence and early growth of a venture. We have distinguished three entrepreneurial processes in new venture development, i.e. discovery of opportunities, securing resources, and obtaining legitimacy, which are of importance for survival and performance. This paper examines how these processes are influenced by strong and/or weak ties and whether the degree of innovation (incremental versus radical) acts as a contingency factor in the way network ties support entrepreneurial processes. In this explorative study three cases on high technology firms in The Netherlands provide empirical material enabling us to develop a number of propositions on the network effect, in particular the mix of strong and weak ties, on the three entrepreneurial processes.     

Strategic partnerships,social capital and innovation: accounting for social alliance innovation

This paper focuses on innovation in the context of business–non‐governmental organization (NGO) partnerships for corporate social responsibility (CSR). While different aspects of business–NGO partnerships have been studied, the role of innovation and its potential implications for partnership outcomes have so far not been systematically explored. The paper defines innovation in simple and concrete terms and synthesizes from the literature what can be considered as critical ingredients to foster social alliance innovation. The paper posits in turn that these ingredients correspond closely to the conception of social capital and offers a consolidated framework that helps in probing around these ingredients and social capital in accounting for innovative partnership outcomes. The empirical part consists of a comparative analysis of six case studies of business–NGO collaboration in the context of CSR in the United Kingdom. The evidence presented makes it clear that strategic partnerships are more readily capable of innovation and that social capital as an umbrella concept is very promising in explaining the differential success and performance of social alliances and central to understanding the dynamics of social alliance innovation and value creation.     

Configuring a corporate venturing portfolio to create growth value: Within-portfolio diversity and strategic linkage

This study attempted an empirical investigation of whether and how a corporate investor can enhance future growth opportunities through corporate venturing investments (CVIs). Different from previous studies, we assessed the firm-level performance impact of a CVI portfolio with a focus on two configuration features: within-portfolio diversity and strategic linkage. Based on a longitudinal dataset of CVIs made by Taiwanese technology-based companies, we found that increasing CVI portfolio diversity and maintaining strategic linkages, particularly vertical ones, between the portfolio companies and the investing firm's core business will add value to the investing firm's future growth. Implications for CVI strategy and opportunities for future research are also discussed.     

Individualism,collectivism, and entrepreneurship: A framework for international comparative research

This article presents a theoretical framework and seven related propositions linking national culture—specifically individualist and collectivist orientations—to entrepreneurship. The framework identifies how both orientations affect the functions of entrepreneurship. This perspective casts new light on cross-cultural research that, while generally confirming individualism-entrepreneurship ties, has had less success accounting for the entrepreneurial vitality of largely “collectivist” nations—especially Japan.There are two main streams of research on the effects of individualism and collectivism on entrepreneurship. The micro-level stream finds that those who generate variety—founders and corporate entrepreneurs—tend to be individualistic. This work does not identify proclivities for the other entrepreneurial function, leveraging resources. The macro-stream associates both individualism and collectivism with national levels of economic growth and innovation.The framework comprises two dimensions depicting (1) levels of individualism and collectivism, and (2) the entrepreneurial functions. I conceive of individualism and collectivism as two characteristic orientations distributed in varying proportions within and between cultures and individuals. These characteristic are not polar ends of a continuum, as commonly described. The second dimension recognizes that entrepreneurship requires two activities: generating variety through innovation or new ventures, and leveraging resources internally or by establishing external ties.This paper's main contribution comes from the recognition that two entrepreneurial functions are very different processes. Variety generation requires mostly individual creativity and initiative; resource leverage depends on efficient relationships that thrive under collectivism, but can be induced contractually between individualists. These differences reveal that individualism and collectivism neither categorically encourage nor discourage entrepreneurship; rather they influence how its functions are accomplished.The propositions outlined in this paper can sharpen future research on individualism, collectivism, and entrepreneurship. In short, the paper claims individualists produce breakthroughs that collectivists implement and improve. Individualists show proclivities for new venture formation and making major innovations. They tend to leverage their resources through contract-based relations. For example, resources are stretched internally using contingent, performance-based incentives, and outside funds can be acquired through venture-capital agreements. In contrast, collectivists generate variety through group-based, incremental improvements and changes. Collectivists leverage their own resources by harnessing “clanlike” affiliations, and securing the use of the resources of other firms by building close relational ties, like keiretsu. Theory acknowledging that individualism and collectivism are not negatively related allows us to recognize that both orientations can contribute to entrepreneurship.The framework has key implications for entrepreneur/managers and policymakers. Recognizing that individualism and collectivism both contribute to entrepreneurship can guide decision-makers to examine the inventory of these orientations in their firms or regions, and implement policies to address shortfalls. For example, Americans can concentrate more on building close network ties while Japanese can focus on encouraging individual innovations.