A Conceptual Model of Entrepreneurship as Firm Behavior

Covin, Jeffrey G.; Slevin, Dennis P.

doi:10.1177/104225879101600102

Cited by 2,773 publications

(2,845 citation statements)

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“…The characteristics of high-tech include; they invest more heavily in R&D activities than the national average; employ a higher percentage of engineers and scientists among their staff; offer innovative and technologically advanced products; are dynamic in nature and have short product development cycles (Oakey et al, 1988;Reeble, 1990, Covin andSlevin, 1991). Thus these Schumpertian perspectives indicate a key role for new high-technology companies.…”

Section: High-tech's Contribution To Economic Growthmentioning

confidence: 99%

Success in Israeli high-tech start-ups; Critical factors and process

2006

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This paper develops a model of the factors deemed critical for success in high-tech new ventures in Israel. Israel presents an interesting forum, geographically distant from main markets but richly endowed with human capital, new high-tech ventures are seen as an essential element of the economy. Yet, despite its importance, high-tech is characterised by risk and challenge. Consequently a model which draws on the experience of success and failures should be valuable. Our multi stage methodology enrolled the wisdom and experience of founders, managers and financiers of high-tech businesses to identify and categorise the importance of the factors and the role played by these factors. We found that success factors could be grouped as critical or as important. The first group categorised the idea, strategy, the core team's commitment, expertise and marketing as critical. Important factors were deemed to be management, customer relationships and research and development. The least important factors proved to be those external to the firm, the economy, politics and the general business environment. Overall the study emphasised that the attitudes and abilities of the core team were paramount. Although the model is based on the Israeli experience, many of the aspects are global. Consequently the study may have broad applicability.

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Section: High-tech's Contribution To Economic Growthmentioning

confidence: 99%

Success in Israeli high-tech start-ups; Critical factors and process

2006

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“…Top-level managers are responsible for putting into place pro-entrepreneurship organizational architectures, i.e., where the workplace exhibits structural, cultural, resource, and system attributes that encourage entrepreneurial behavior, both individually and collectively (Morris et al 2008;Schindehutte et al 2000). Similarly, Covin and Slevin's (1991) conceptual model of entrepreneurship as firm behavior indicates that a firms entrepreneurial intensity has a direct and positive influence on company performance because it is interwoven within the organizations vision, strategies, objectives, structures and operations (Burns 2004). …”

Section: Corporate Entrepreneurshipmentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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Abstract. Recent years have seen considerable work at the interface between business, management, entrepreneurship and strategy and as a result, new research domains have appeared including corporate entrepreneurship and entrepreneurial strategy. The purpose of this article is to understand the effect that corporate entrepreneurship strategy has on firms to revitalize, reconfigure resources and transform into firms that are ready to compete in the global economy. Empirical tests are conducted to determine to what extent elements of pro-entrepreneurship architecture are able to predict development capability, strategic repositioning, and growth based outcomes. A first-phase survey is conducted to verify the presence and strength of entrepreneurial orientation while the second phase of the study identifies elements of organizational architecture able to predict firm outcomes. The main contribution of this article is that firms resourcing and rewarding policies, as well as cultural and structural orientations, derived from a corporate entrepreneurship strategy, play a significant role in realizing desired outcomes. The study has important implications for emerging economies where growth is often the primary goal of organizations, and where corporate entrepreneurship can be critical for firm profitability and survival.

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“…It could even be the most valuable resource for a young company to grow and reach a stage that allows its survival (Lumpkin, 1996) especially considering the likely scarcity of other resources in SMEs as noted above. Lumpkin (1996) following Covin and Slevin (1991) argues that EO is fundamental for business development. For SMEs Lumpkin considers that the processes of decision making for a new entry and its implementation are basically in the hands of their leaders.…”

Section: Entrepreneurship Orientationmentioning

confidence: 99%

“…Entrepreneurial orientation is a broader sense of entrepreneurship (Gaweł, 2013). The key dimensions that characterise EO include: 1) the propensity to act autonomously, 2) the willingness to innovate and take risks, and 4) proactive relative to marketplace opportunities (Covin & Slevin, 1991). Autonomy refers to the independent action of an individual or a team to bring forth an idea or a vision and carrying it through to completion.…”

Section: Entrepreneurship Orientationmentioning

confidence: 99%

“…Based on the RBV, some literature has found the importance of three interrelated factors for venturing, which are internal resources, entrepreneurship orientation and external factors (Jones, 1999;Coviello & Munro, 1997;Westhead, 2001). International venturing is a type of business development, for which entrepreneurship is considered a fundamental driver (Covin & Slevin, 1991;Lumpkin, 1996).…”

Section: Internationalization and Family Businessesmentioning

confidence: 99%

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