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1.
This study assesses the measurement properties of a scale that measures the key internal organizational factors that influence middle managers to initiate corporate entrepreneurship activities. In this study, corporate entrepreneurship is used in a broad sense to include the development and implementation of new ideas into the organization. Using this definition, this study describes an instrument used to empirically identify the internal conditions that influence middle manager's participation in corporate entrepreneurship activities. During the last decade, the role of the middle manager in corporate entrepreneurial activity has been recognized in the literature. The empirical research on the internal organizational factors that may foster middle manager activity has been limited, both in volume and scope. However, the literature does converge on at least five possible factors. The appropriate use of rewards: The literature stresses that an effective reward system that spurs entrepreneurial activity must consider goals, feedback, emphasis on individual responsibility, and results-based incentives. This factor, therefore, highlights middle managers' role in this regard. Gaining top management support: The willingness of senior management to facilitate and promote entrepreneurial activity in the organization, including championing innovative ideas as well as providing necessary resources, expertise or protection. This factor captures middle managers' role in this area. Resource availability: Middle managers must perceive the availability of resources for innovative activities to encourage experimentation and risk taking. Supportive organizational structure: The structure must foster the administrative mechanisms by which ideas are evaluated, chosen, and implemented. Structural boundaries tend to be a major stumbling block for middle management in corporate entrepreneurial activity. Risk taking and tolerance for failure: Middle managers must perceive an environment that encourages calculated risk taking while maintaining reasonable tolerance for failure. The literature on the internal factors was utilized to develop an assessment instrument called the Corporate Entrepreneurship Assessment Instrument (CEAI). The instrument contained 84 Likert-style questions that were believed to assess a firm's internal entrepreneurial environment. Understanding middle manager perceptions about the internal corporate environment is crucial to initiating and nurturing any entrepreneurial process. A scale such as the CEAI, therefore, could be very useful for companies that wish to embark on a strategic transformation through corporate entrepreneurship. The measurement properties of the CEAI, including a factor analysis and reliability assessment, were determined. Results confirmed that five distinct internal organizational factors, similar to those suggested in the literature, do exist. Based on how the items loaded on each factor, the factors were entitled management support, work discretion, organizational boundaries, rewards/reinforcement, and time availability. The reliability of each of these factors also met acceptable measurement standards. From a managerial perspective, the results indicate that CEAI can be a useful tool in diagnosing a firm's environment for corporate entrepreneurship, identifying areas where middle managers can make a significant difference, and develop strategies that can positively spur and sustain corporate entrepreneurship efforts. The results of such diagnosis can be useful in designing effective training programs for middle managers.  相似文献   

2.
李乾文  赵曙明  蒋春燕 《财贸研究》2012,23(3):99-104,131
拥有大量内外部信息资源的高管团队(TMT),其社会网络不但可以提供公司创业的机会来源,也是企业现在绩效和未来绩效的影响因素。TMT的社会网络只有通过公司创业机制才能转化为企业绩效的价值创造过程。中国背景下的实证研究显示:TMT社会网络、公司创业都与企业绩效正相关,对于企业而言,要高度重视通过管理手段激励整个高管团队的所有成员去构建有效的内外部社会网络;公司创业的价值增值中介作用也得到证实,公司创业发挥着重要的资源整合作用,有价值的TMT内外部社会网络只有充分融入企业的产品或服务创新,以及深层次的战略更新过程中,为企业的价值增值服务,才能转变为企业绩效。  相似文献   

3.
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.  相似文献   

4.
Over the past several years corporate entrepreneurship has been widely touted by executives and researchers alike as an effective means for revitalizing companies and improving their financial performance. For the most part, the call for greater entrepreneurial behavior on the part of established companies has been accepted on faith as an inherently desirable objective. The implicit logic behind the pervasive belief in the value of corporate entrepreneurship seems to be that risk taking, innovation, and aggressive competitive action—the key elements of entrepreneurial corporations—will help in identifying and pursuing lucrative product/market opportunities and in providing new bases for achieving superior competitive positions.But what do we really know about the financial consequences of corporate entrepreneurship? Most of the evidence that corporate entrepreneurship “pays off” is anecdotal in nature or based on cross-sectional studies that focus on the short-term implications of entrepreneurial behaviors. As such, in a definitive sense, we know very little about the financial consequences of corporate entrepreneurship.In an attempt to improve our understanding of this issue, this article describes a study of corporate entrepreneurship and its impact on company financial performance. Data were collected from three different samples over a seven-year period to assess the longitudinal impact of corporate entrepreneurship on firm performance. These samples consist of 24 medium-sized manufacturing firms representing 14 industry segments, 39 chemical companies, and 45 Fortune 500 industrial firms representing five industry segments. Data were gathered on each sample using both primary and secondary sources. Regression analysis was then used to analyze the data.The results suggest that corporate entrepreneurship has a positive impact on financial measures of company performance. This effect on performance, which tends to be modest over the first few years, increases over time, suggesting that corporate entrepreneurship may, indeed, be a generally effective means for improving long-term company financial performance. Moreover, the results indicate that corporate entrepreneurship is a particularly effective practice among companies operating in hostile environments (as opposed to benign environments).The study has three principal implications for practicing managers. First, the study documents the general financial viability of engaging in corporate entrepreneurship. This is not to suggest that corporate entrepreneurship is a panacea for improving financial performance. However, entrepreneurial behavior, when considered on the whole (i.e., across firms and industries), is associated with superior financial performance. Second, the study suggests a need to use a long-term time horizon in order to adequately judge the financial consequences of corporate entrepreneurship. The use of a shorter evaluation period may not allow sufficient time for entrepreneurial actions to have their full market and corresponding financial impact. Finally, the study identifies the context-specific character of effective entrepreneurial practice. Specifically, corporate entrepreneurship appears to be a particularly effective strategic practice among firms operating in hostile business settings.  相似文献   

5.
Corporate entrepreneurs -- described in the academic literature as those managers or employees who do not follow the status quo of their co-workers -- are depicted as visionaries who dream of taking the company in new directions. As a result, though, in overcoming internal obstacles to reaching their professional goals they can often walk a fine line between clever resourcefulness and outright rule breaking. A framework is presented as a guideline for middle managers and organizations seeking to impede unethical behaviors in the pursuit of entrepreneurial activity. This paper examines the barriers middle managers face in trying to be entrepreneurial in less supportive environments, the ethical consequences that can result, and a suggested assessment and training program for averting such dilemmas. We advise companies that embrace corporate entrepreneurship: (1) establish the needed flexibility, innovation, and employee initiative and risk-taking; (2) remove the barriers that the entrepreneurial middle manager may face to more closely align personal and organizational initiatives and reduce the need to behave unethically; and (3) include an ethical component to corporate training which will provide guidelines for instituting compliance and values components into the state-of-the-art corporate entrepreneurship programs.  相似文献   

6.
The purpose of this paper design a green entrepreneurship model in sustainable development path consistent with the performance of industrial towns in Tehran (center of IRAN). The population was the active small/medium enterprises (SMEs) with full capacity in industrial towns of Tehran, which were about 3000 active units, accounting for 20% of the companies in Tehran industrial towns. Sample size was obtained as 514, which was used in calculations. The results showed that green entrepreneurship mediates the effect of green innovation, organizational culture, competitive advantage, and social-environmental responsibility of company on the financial performance of company. There was no mediating role concerning the effect of state laws and regulations on company’s financial performance. Additionally, market turbulence moderates effect of green entrepreneurship on organization financial performance, but financial shocks do not modulate the effect of green entrepreneurship on organization finance.  相似文献   

7.
Today, there is considerable scholarly and managerial interest in corporate entrepreneurship; that is, those activities that enhance a company's ability to innovate, take risk, and seize opportunities in its markets. Corporate entrepreneurship centers on creating new business by penetrating new markets, pursuing new business, or both.Despite the growing recognition and use of corporate entrepreneurship, little empirical research has been done on its antecedents and potential association with company financial performance. To fill this gap in the literature, this study proposes a model that identifies potential environmental, strategic, and organizational factors that may spur or stifle corporate entrepreneurship. The model also highlights the potential associations between corporate entrepreneurship and corporate financial performance.Building on the existing literature, the study advances five hypotheses that operationalize the model. The hypotheses are tested using data from 119 of the Fortune 500 industrial firms, covering the period 1986 to 1989. This exploratory study's results indicate that: (1) environmental dynamism, hostility, and heterogeneity (multiplicity and complexity of environmental components) intensify corporate entrepreneurship; (2) growth-oriented strategies are associated with increased corporate entrepreneurship, whereas a strategy of stability is not conducive to corporate entrepreneurship; (3) the scanning, formal communication, and integration components of formal organizational structure are positively related to corporate entrepreneurship—increased differentiation and extensive controls stifle corporate entrepreneurship; (4) clearly defined organizational values, whether relating to competitors or employees, are positively associated with corporate entrepreneurship; and (5) corporate entrepreneurship activities are associated with company financial performance and reduced systematic risk.  相似文献   

8.
In today’s turbulent business environment, innovation and organizational renewal are key. Employees are encouraged to act as intrapreneurs (entrepreneurs within their employing unit or organization) and instigate change from the bottom up. However, accomplishing this company wide is highly challenging. In this article, we examine the case of Wehkamp, a Dutch e-tailer that overcame these challenges and succeeded in creating a flourishing climate for intrapreneurship. We describe the three-step chronological process for intensive change wherein the initiatives of some intrapreneurs can produce widely held organizational value for intrapreneurship. Key to this change process are three insights: (1) Team leaders can feed the incremental and radical initiative of the few; (2) top management can give meaning and guard fairness to stimulate overall intrapreneurship; and (3) corporate entrepreneurship can be used to continuously revive widespread intrapreneurship. Organizations seeking to encourage intrapreneurship from their employees can benefit from these guidelines.  相似文献   

9.
This article reviews the academic contributions of the 2012 receiver of the Global Award for Entrepreneurship Research, Professor Kathleen Eisenhardt, Stanford Warren Ascherman Professor of Management Science and Engineering at Stanford University. The Global Award consists of 100,000 euro and a statuette by the internationally renowned Swedish sculptor Carl Milles. Eisenhardt’s work focuses on strategy, strategic decision making, and innovation in rapidly changing and highly competitive markets. Her work in the entrepreneurship field centers on strategy and organization, especially in technology-based companies, what she refers to as “high-velocity industries”. Her main empirical contribution to the entrepreneurship field is her work on ‘corporate entrepreneurship’—how existing organizations can remain innovative, including through new venture creation. More generally, Kathleen Eisenhardt’s research has bridged the two fields of entrepreneurship research and organization science.  相似文献   

10.
The purpose of this special issue is to examine small businesses, innovation, and entrepreneurship, and show that, although these three concepts have their own specific literature and can be dealt with independently, they are closely related. From Schumpeter to the present, a stream of literature unites the concept of entrepreneurship with its ability to make new combinations of factors and corresponding innovations in processes and products; similarly, in a broad stream of literature, the most characteristic dimension of entrepreneurship is closely linked to small businesses. Small and large companies have different advantages and drawbacks with innovation, but small businesses provide the most conducive environment for entrepreneurship and innovation that are not necessarily sustained by the know-how and resources characteristic of large-scale production, but require commitment and close cooperation between company members. In this introduction, we show how the three topics converge in four articles dealing with micro-start-ups and innovation, institutional determinants of entrepreneurship, and determining factors in entrepreneurs’ individual characteristics.  相似文献   

11.
While corporate innovation is commonly touted as a viable strategy for sustaining superior performance in today's corporations, the successful implementation of corporate innovation remains quite elusive for most companies. A recent Accenture survey of more than 500 executives revealed that over 50% report a poor innovation process, while fewer than 18% believe their own innovation strategy provides a competitive advantage for the firm. While many causal reasons can be offered, our research on corporate entrepreneurship and innovation demonstrates there are four key implementation issues that most corporations are not recognizing or responding to effectively. Effective recognition of and response to these four implementation issues may represent the difference between those companies that create a successful corporate innovation strategy and those that do not. The four issues are: (1) understanding what type of innovation is being sought, (2) coordinating managerial roles, (3) effectively using operating controls, and (4) properly training and preparing individuals. Together, these four issues—if understood and appropriately addressed—help create an effective innovative ecosystem within the organization.  相似文献   

12.
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.  相似文献   

13.
This article answers several calls—coming as well from corporate governance practitioners as from corporate governance researchers—concerning the possibility of complying simultaneously with requirements of innovation and ethics. Revealing the long-term orientation as the variable which permits us to link the principal goal of organization, being “survival,” with innovation and ethic, the article devises a framework for incorporating ethics into a company’s processes and strategies for innovation. With the principal goal of organizations being “survival” in the long-term, it is assumed that innovation is necessary in order to realize a going concern. Firms that do not innovate and adapt to rapidly changing business environments are less likely to be sustainable. Thus, it is in a business’ best interests to adopt an innovation process for long-term success. We posit that there are two simultaneous sources of innovation and change that are unavoidable and embedded in the corporate landscape. First, we argue for genetically embedded, Darwinian explanations for adaptations that enable an entity’s survival. This view is combined with more conventional, social science explanations for change. Our new, comprehensive model of the governance of innovation processes hinges on the one hand on an organization’s long-term orientation, which we argue, is not possible without a consideration of an ethical dimension. On the other hand, the model employs, for the first time, the concept of duality, in order to make the positive coexistence of innovation and ethic analytically visible. Guided by this concept the roots of the ethic within innovation are traced from both natural science forces for change, and cultural pressures operating on members of an organization. We present our Integrated Causal Model of Innovation and propose theoretical relationships that will generate numerous avenues for future research in the field, and help managers to reorient their governance strategies.  相似文献   

14.
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.  相似文献   

15.
Both customers and suppliers are becoming increasingly concerned about environmental issues in modern food chains. A firm’s decision to implement green supply chain management is based on the social objectives of the firm and its management, its desire to pursue corporate social responsibility, its relationships with channel partners, and environmental determinants such as government legislation. The speed at which green supply chain management is implemented within an organization depends on its agility and its ability to facilitate innovation. Innovation may take the form of new product development or new process development, including the introduction of environmental management systems and total quality management in both production and purchasing. This article presents a conceptual model to explain how the various theoretical constructs are related and how innovation effects green supply chain management and performance.  相似文献   

16.
企业文化共性探讨   总被引:2,自引:0,他引:2  
随着社会经济逐步走向"文化化",作为贯穿企业生产管理、技术创新等过程的精神力量,企业文化现已成为企业核心竞争力的主要表现。世界一流企业或知名企业的企业文化普遍具有共同特征,其中均推崇诚信、创新、开拓进取、以人为本、善于学习等价值理念。学习借鉴它们的经验,对正处于企业文化建设进程中的企业具有重要参考价值。  相似文献   

17.
Innovation in Latin America is a challenge for achieving development. Several Latin American countries and businesses are attempting to increase innov ation and entrepreneurship but they face substantial challenges and difficulties. Institutional, governmental and business policies and practices need to be enhanced in order to increase such innovation. Increasing business research in Latin America and university-business partnerships is probably key in such endeavor. This special issue provides some evidence regarding these challenges at the company level, industry level, and country level. This issue also includes three cases showing Latin American company experiences with financial, marketing and new product innovations and market changes.  相似文献   

18.
In this paper, we suggest future research on the processes and knowledge-based resources in corporate entrepreneurship (CE), argue for the need to appreciate the heterogeneity of CE in relation to new contexts, and suggest appropriate strategies for such contexts. First, we highlight the key contributions of the papers in this special issue, with a particular focus on how they provide insights into structural and process contingencies, the role of management at multiple levels, and organizational and managerial capabilities. We then discuss the limits to the applicability of theories developed in other contexts to CE. Finally, we suggest some future research, with particular emphasis on the corporate governance mechanisms that foster CE and the requisite managerial roles and skills in instigating and supporting entrepreneurial activities at different levels of the organization.  相似文献   

19.
Innovation has become a universal feature of corporate life. Almost no company can survive without innovation. However, when it comes to developing innovation strategies, managers often are left alone to decide which innovation types to pursue, how to balance them in an overall portfolio, how to allocate resources, and how to implement them. In short, managers face a variety of innovation dilemmas. One of the most pertinent problems is how to distinguish innovation types in a meaningful way. In this article, we introduce the innovation cube, a tool that helps position innovation types in a managerially meaningful way. Once managers know how to relate and compare their innovation types to those of other companies, the cube helps them to better formulate their innovation strategy.  相似文献   

20.
In this paper, we give a general introduction to the notion of entrepreneurship and how it has many complex meanings. Entrepreneurs in new firms but also in incumbent firms have a key role in local, regional and national economic development by taking risks to get things done by developing new combinations of ideas and/or doing things differently. In view of this, two of the main questions that are dealt with are: (1) which features make structural differences in institutions and innovation networks remain invariant between decades, and (2) how knowledge about such features can be employed in policy at the national and the regional level. The research questions highlighted in this special issue relate to many pertinent national and regional policy issues. The most apparent concerns conditions conducive for entrepreneurship in the form of new firms and firm growth. In this paper, we also introduce the different contributors to this special issue.  相似文献   

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