A system dynamics perspective of corporate entrepreneurship

Bloodgood, James M.; Hornsby, Jeffrey S.; Burkemper, Andrew C.; Sarooghi, Hessamoddin

doi:10.1007/s11187-015-9634-4

Cited by 47 publications

(39 citation statements)

References 116 publications

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“…The learning perspective also tends to stress the inherently disruptive, dynamic and recursive nature of strategic renewal (Bloodgood et al . ). Conversely, the resource perspective puts greater emphasis on stability and repetition's importance for the institutionalization of renewal activities (Agarwal and Helfat ).…”

Section: Key Theoretical Tensionsmentioning

confidence: 97%

“…These learning categories are reflected in other dualities in the strategic renewal literature, such as product innovation vs. product exploration (Dougherty ; Laplume and Dass ), single‐loop vs. double‐loop learning (Bloodgood et al . ) and institutionalized vs. intuitive learning (Crossan and Berdrow ; Macpherson and Jones ). With strategic renewal, the challenge for organizations is to manage the tensions between the two learning types (Floyd and Lane ), which are contradictory and compete for scarce resources, but are also closely intertwined and mutually enabling (Crossan et al .…”

Section: Key Theoretical Tensionsmentioning

confidence: 99%

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Strategic Renewal: Past Research, Theoretical Tensions and Future Challenges

Schmitt

Raisch

Volberda

2016

Int J Management Reviews

127

170

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Strategic renewal has become a prominent theme in a variety of organization and management research domains in recent years. It refers to the process that allows organizations to alter their path dependence by transforming their strategic intent and capabilities. With contributions from an increasing range of theoretical perspectives and research contexts, the strategic renewal literature has become fragmented and lacks common definitions and conceptual clarity, which prevent cross-fertilization and harm further development. This study systematically reviews the various literature streams on strategic renewal to provide a more integrative perspective. The authors identify three key theoretical tensions at the heart of strategic renewal research, namely learning vs. resource, induced vs. autonomous, and co-alignment vs. co-creation. By exploring these key tensions, the authors define strategic renewal's conceptual core, identify gaps in the past literature, and provide guidance for future research.

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Section: Key Theoretical Tensionsmentioning

confidence: 97%

Section: Key Theoretical Tensionsmentioning

confidence: 99%

Strategic Renewal: Past Research, Theoretical Tensions and Future Challenges

Schmitt

Raisch

Volberda

2016

Int J Management Reviews

127

170

View full text Add to dashboard Cite

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“…The concept of CE has evolved over time [3,8,29,36,37]. The early research simply regarded CE as a process of organizational renewal [38][39][40].…”

Section: Literature Reviewmentioning

confidence: 99%

“…Scholars also argue that entrepreneurs can improve their competitive advantages [4,5]. CE offers a mechanism for a variety of organizations to deal with the dynamically changing environment through the constant exploration, exploitation of opportunities [6][7][8], and internal adaption where organizational knowledge can be transformed into new products, services, systems and processes [9][10][11]. Meanwhile, CE allows an incumbent firm to achieve innovation, venturing and other organizational goals by making full utilization of its resources [12][13][14].…”

Section: Introductionmentioning

confidence: 99%

Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China

2019

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Although the research of corporate entrepreneurship has continued to advance, few studies investigate corporate entrepreneurial activities within existing organizations in emerging market firms based on a case study approach. Building on a case study of PHNIX, a Chinese manufacturing firm, we draw on the literature on corporate entrepreneurship to develop a framework for understanding the occurrence, development and management of corporate entrepreneurial activities in organizational settings, and present a typology of some of the strategies that can be used in the process of corporate entrepreneurship. The findings considered the elements of entrepreneurial insight, pro-entrepreneurial organizational antecedents, knowledge sharing activities and internal incubation represent the core work in the fission process of corporate entrepreneurship. As such, we conclude with a discussion of theoretical and practical implications for further understanding the essence of corporate entrepreneurship in a complex organizational context. In addition, managers seeking to corporate entrepreneurship could benefit from the findings enabling them to understand and even adopt some of the principles and fission strategies used by PHNIX.

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“…In terms of action, the research on the international entrepreneur finds out the emphasis on plan and the emphasis on implementation are contradictory [20]. The emphasis on plan focuses on the consideration and logicality of the plan [21]. They often make a very detailed plan and do research on several possibilities and scenarios, and they will determine the implementation steps in advance and explain the necessity of action to their subordinates.…”

Section: ) the Concept Of International Entrepreneursmentioning

confidence: 99%

Are You an Excellent International Entrepreneur?—Building a Competency Model of International Entrepreneurs Based on the Grounded Theory

Pan¹

2017

JSSM

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With the deepening of global economic integration process, the survival and development of enterprises is facing a severe test. An excellent international entrepreneur is the personification of the enterprise, undertaking the mission of making corporate development strategy, who can lead the enterprise to expand, innovate and achieve continuously in the multinational operation. In order to study the abilities and qualities of excellent international entrepreneurs, we conducted depth interviews with five professors from business school of universities, three industry experts, seven international entrepreneurs and eleven subordinates from several Chinese large multinational enterprises, receiving a large amount of the first and second-hand data. Then, we use grounded theory to process, match, classify and extract data by means of open coding, axial coding and selective coding, building a competency model of international entrepreneurs, including three main categories and seventeen sub-categories. The first main category is Knowledge, an objective evaluation, including three sub-categories, such as managerial professional knowledge, language proficiency and the knowledge of international business. The second main category is Ability, including eight sub-categories, such as the managerial competencies of international enterprises, cognitive ability of international market, the ability of international trade, the ability to adapt to the dynamic environment, the ability to integrate domestic and foreign resources, the ability to overcome crisis and risks, relationship ability with society and government and learning ability. The third main category is Personality, including six sub-categories, such as autonomy, innovation, change, advance cognition and action, competition enthusiasm and the spirit of adventure.

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A system dynamics perspective of corporate entrepreneurship

Cited by 47 publications

References 116 publications

Strategic Renewal: Past Research, Theoretical Tensions and Future Challenges

Strategic Renewal: Past Research, Theoretical Tensions and Future Challenges

Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China

Are You an Excellent International Entrepreneur?—Building a Competency Model of International Entrepreneurs Based on the Grounded Theory

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