Numerous studies examining the linkage between corporate entrepreneurship and performance resort to the entrepreneurial orientation construct to assess a firm's degree of entrepreneurship. Little conceptual and empirical research has been devoted to understanding the factors and conditions that produce Entrepreneurial Orientation. Generic explanatory variables such as environment, organization, strategy and culture have been mentioned in past research, but though a number of hypotheses have been proposed, few have been thoroughly developed and tested. In this article, we focus on one explanatory variable -culture -that we develop along multiple axes. We propose a conceptual framework that aims to provide a better understanding of how three interdependent levels of culture -national, industry and corporate -influence Entrepreneurial Orientation.

Researchers in management science are increasingly concerned with the rigour of their research work and their capacity to build knowledge based on a cumulative research model. This article examines the strength of the entrepreneurial orientation construct, extensively used in entrepreneurship and strategy. Based on a close analysis of the seminal literature, the authors propose a critical evaluation of the development of the construct, which is a preliminary condition to enhancing its operationalization.

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Purpose -The purpose of this paper is to explore the links between entrepreneurial orientation (EO) and intrapreneurship within the context of small to medium-sized enterprises (SMEs). Design/methodology/approach -This conceptual paper builds on a historical review of the two main currents of the corporate entrepreneurship literature and the distinction established by French scholars between "traditional SMEs" and "miniature large firms". Findings -The paper summarizes various findings regarding the antecedents of EO and intrapreneurship in SMEs and elaborates a series of testable propositions linking EO to intrapreneurship. Practical implications -The paper posits the existence of different types of SMEs and suggests that the organizational and managerial antecedents of EO differ by type. Originality/value -The paper explores the relation between intrapreneurship and EO, thus connecting two unrelated streams of literature within the field of corporate entrepreneurship.

In this paper we are developing ideas based on Geert Hofstede's work. From this author one can notice a strong relationship between the personal values of company founders and the organisation values. The first days in the life of a young firm and its first actors have an impact of the highest intensity on the organisational value system.Following Geert Hofstede's statement, we really think that the values of firm founders and/or of young company first actors play a key role on the enterprise culture. More specifically, looking at individual values in relation to innovation, initiative and risk-taking, creation of new economic and social wealth and entrepreneurship, we hypothesize that these personal values can quickly move into the collective value system and influence the entrepreneurial attitudes and behaviours of the company. The qualitative indicator we are using in this research to assess such behaviours is entrepreneurial orientation. We keep four out of five dimensions of the Lumpkin and Dess's indicator, namely innovativeness, risk-taking, autonomy and proactiveness.We qualitatively test the relationship between founder (entrepreneur) values and enterprise culture and we apply our entrepreneurial orientation model to L'Oréal, one of the largest French companies. In this case we are not interested in the founder, Eugène Schueller, but in a key first actor, François Dalle, who has identified, evaluated and exploited growth opportunities in the cosmetic market for more than forty years.Our results, in this exploratory phase, are interesting. They underline the role of top manager values, the influence of the enterprise culture and its capacity to counterbalance the eventual negative effects of the national culture on entrepreneurial spirit, and entrepreneurial behaviours in France. Obviously, there is a call for other research to validate the hypothesis and bring knowledge to improve our understanding of key cultural variables and mechanisms which help or inhibit the entrepreneurial orientation and the entrepreneurial dynamics of firms.SOMMAIRE. Nous développons dans cet article des idées basées sur les travaux de Geert Hofstede, où l'on remarque une forte correspondance entre les valeurs personnelles des fondateurs de l'entreprise et celles de l'organisation. Les premiers jours de la vie d'une jeune entreprise ainsi que ses premiers acteurs ont un impact extraordinaire sur le système de valeurs de l'organisation. A la suite de Geert Hofstede, nous pensons nous aussi que les valeurs des fondateurs de l'entreprise et/ou de ses premiers acteurs jouent un rôle-clé dans la culture de cette entreprise. Plus précisément, en nous penchant sur les valeurs individuelles en relation avec l'innovation, l'initiative et la témérité, avec la création d'une nouvelle prospérité économique et sociale, ainsi qu'avec l'entrepreneuriat, nous formons l'hypothèse que ces valeurs entrepreneuriales peuvent être rapidement transférées dans le système de valeurs collectif et influencer les attitudes et comportements entrepreneuriaux...