This paper explores the relationship between corporate entrepreneurship and performance by developing a comprehensive theoretical model based on Schumpeterian understanding of entrepreneurship supported with the Theory of Planned Behavior from social psychology. The model shows how organizational culture (value) triggers a chain effect through its influence on entrepreneurial orientation (attitude) and managerial support (intentions) that ultimately generate impact on corporate entrepreneurship (behavior). We test our model in an emerging economy context and present our results with implications to theory and practice.

Two major competing life roles, work and family, are reported to dominate people's efforts in constructing a life. Here, we aim to explore whether and how attributed life roles and related coping strategies of current and aspiring women entrepreneurs meaningfully differentiate and whether the existence of entrepreneurs in their families affects the formation of these different clusters. In our empirical, two-part exploratory study conducted in the emerging economy setting of Turkey, first, we utilize the survey results of 234 women entrepreneurs to explore the issue, and then in the second part of the study, we administer face-to-face interviews to draw out some critical insights. We end up with three different clusters differentiating in their responses to challenges and effect of these on their entrepreneurial self-efficacy beliefs. We believe our study may shed some light on understanding nonhomogeneous women response to roles and challenges in the society and women's entrepreneurial journey.

Corporate entrepreneurship is the implementation of a value creation process in an organizational setting. Consistent with the Schumpeterian understanding of entrepreneurship, a "new combination" that should directly affect the performance of the firm is formed; and the process of forming this new combination manifests itself as an outcome of a complex social mechanism affected by internal and external factors. However, in spite of the biasing anecdotal evidence, conventional wisdom, and tendency in favor of entrepreneurship, a "black box" between firm-level entrepreneurship and performance has pervaded the relationship. 1evertheless, the model proposed in this study brings a new and distinguishing line of sight into the firm-level entrepreneurship literature: rather than being an equivalent, the entrepreneurial orientation construct is treated as an antecedent of corporate entrepreneurship; moreover the behavioral construct of corporate entrepreneurship is placed in between this strategic posture and performance, to complete "the missing" link between firm-level entrepreneurship and performance. It is proposed that this formulation of roles and meanings attached to both terms, leads to a solid, conclusive, and systematic direct positive relationship between firm level entrepreneurship and performance. Empirical findings confirm this proposal, making this formulation the most important contribution of this study to the firm level entrepreneurship literature.

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