Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

“…The corporate entrepreneurship literature has also found that innovation outcomes are associated with growth (Burgelman, 1984), higher profitability (Zahra & Covin, 1995), and competitive advantage (Covin & Miles, 1999). (We note this latter point to reinforce our earlier point that while innovation and corporate entrepreneurship cover much of the same ground, one makes little reference to the other and vice versa [for an exception, see Morris, Kuratko, & Covin, 2010].…”

Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia

“…Process innovation focuses on the implementation of new production or delivery methods, or substantially improved production or delivery methods. The development of new products and services through innovation is increasingly seen as an essential tool for sustained organizational performance (Covin & Miles, 2007, Zahra & Covin, 1995. This process of renewal through innovation is often referred to as corporate entrepreneurship (Phan, Wright, Ucbasaran & Tan, 2009) and organizations are increasing efforts to build capabilities in this area (Hayton & Kelley, 2006).…”

Motivation and Entrepreneurial Cognition

“…This means that opportunities that could cause damage to the natural environment are part of a substantially smaller set of opportunities that could be pursued. Indeed, scholars have found that corporate entrepreneurship plays a more salient role in firm performance in resource-scarce industries than in industries with greater munificence (Covin and Slevin 1989;Miller and Friesen 1983;Zahra and Covin 1995). Therefore, when individuals perceive an industry as being less munificent, the importance of pursuing an opportunity that may harm the environment is likely to conflict with their pro-environmental values more than in more munificent contexts.…”

“…Less munificent environments (i.e., industries with less environmental capacity) (Dess and Beard 1984), on the other hand, are characterized by intense competition (Aldrich 1979), few exploitable opportunities (Covin and Slevin 1989), and hostility (Khandwalla 1976(Khandwalla , 1977Miller and Friesen 1983). Consequently, these resource-poor industries are more "selective," and decision makers' choices have a stronger influence on performance outcomes than in more munificent industries (Covin and Slevin 1989;Tushman 1977;Zahra and Covin 1995). Thus, there are likely to be higher personal agency beliefs in environments individuals perceive as being less munificent (in comparison to environments perceived as being more munificent) because people are more likely to feel that decisions will have a greater influence on relevant outcomes (including preventing unwanted performance outcomes).…”