Entrepreneurial Strategies: The Dominant Logic of Entrepreneurship

Meyer, G. Dale; Heppard, Kurt A.

doi:10.4135/9781452231280.n1

Cited by 36 publications

(39 citation statements)

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“…Theoretical and empirical evidence suggest that the linkage between CV activities and a firm's strategy formation processes may be of particular significance in predicting the effects of CV activities on firm performance (see, for example, BadenFuller, 1995;Burgelman & Sayles, 1986;Lovas & Ghoshal, 2000;Meyer & Heppard, 2000b;Thornhill & Amit, 2001).…”

Section: Introductionmentioning

confidence: 98%

Strategic Use of Corporate Venturing

Covin

Miles

2007

Entrepreneurship Theory and Practice

199

149

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Corporate venturing (CV) is said to be most productive as a path to superior corporate performance when practiced in a strategic manner. Unfortunately, considerable ambiguity exists concerning what it means in an organizational practice sense to strategically pursue CV. The result is a failure of many companies to fully leverage CV for strategic purposes. Based on a review of the CV literature and findings from a field study of 15 Swedish, U.K., and U.S. corporations, this article describes several models that depict the ways in which CV and business strategy coexist as organizational phenomena. Empirically derived propositions are offered to suggest how some companies are strategically engaged in their CV efforts.

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Section: Introductionmentioning

confidence: 98%

Strategic Use of Corporate Venturing

Covin

Miles

2007

Entrepreneurship Theory and Practice

199

149

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“…According to Meyer and Heppard [41], start-up costs include expenses before the starting date such as market research, registration fees, legal fees, office stationery, Z. WORKU 72 design and printing of corporate identity (business cards and letterheads), registration of a domain name and creation of a website, installations and utility connections (if moving into a new property), start-up inventory, cash reserve to support the company during the early months before sales reach break-even levels, current assets, such as fixtures and signage, office furniture and vehicle, and fixed assets.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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The paper is based on a 5-year follow-up study (2007 to 2012) of a random sample of 349 small business enterprises that operate in and around the city of Pretoria in South Africa. Data were gathered from each of the businesses on socioeconomic factors that were known to affect the long-term survival of small businesses. The objective of the study was to identify and quantify key predictors of viability and long-term survival. Pearson's chi-square tests of associations, binary logistic regression analysis and the Cox Proportional Hazards Model were used for screening of variables, and for estimating odds ratios and hazard ratios of key predictors of viability and long-term survival. The study found that 188 of the 349 businesses that took part in the study (54%) were not viable, and that the long-term survival and viability of small businesses were adversely affected by lack of entrepreneurial skills, lack of supervisory support to newly established businesses, and inability to operators running newly established businesses to acquire relevant vocational skills.

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“…These closely‐related literatures emphasize entrepreneurship as part of core firm strategy, espoused from its strategic centre. This literature also argues that, to be effective, an entrepreneurial strategy necessitates the buy‐in and participation of employees throughout the organization; empowering organizational members to be improvisational (Meyer and Heppard, 2000). This is needed on an ongoing basis because of new opportunities arising through uncertainty and change in the environment (Hitt et al., 2001).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Prior research has shown how such firms, despite their maturity and size, still need to undertake entrepreneurship on an ongoing basis in order to rejuvenate and create new strategic options (Hitt et al., 2001; Stopford and Baden‐Fuller, 1994). For this to happen the firm does not only need to emphasize entrepreneurship as part of an espoused strategy, it also requires entrepreneurial competences to be developed (Meyer and Heppard, 2000). In the case of the multinational corporation (MNC), such competences are dispersed throughout numerous locations around the world.…”

Section: Introductionmentioning

confidence: 99%

Political Heterarchy and Dispersed Entrepreneurship in the MNC

Williams

Lee

2011

J Management Studies

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We develop and test a new perspective on dispersed entrepreneurship within the multinational corporation (MNC). Various literatures suggest that corporate, subsidiary, and individual level factors can lead to entrepreneurial initiatives diffusing outward from a subsidiary to other MNC units. We extend this to include political heterarchy (mechanisms by which subsidiary managers enhance their power base through heterarchy) as both direct and moderating factor. Using a survey of 135 managers in a wide range of MNC subsidiaries, we find that a tolerance for local initiative (subsidiary level), subsidiary manager proactivity (individual level), and political heterarchy directly influence initiative diffusion. In terms of moderating effects, political heterarchy is seen to activate corporate level entrepreneurial strategy. We show how political heterarchy is central to dispersed entrepreneurship within the MNC and highlight the positive function of networked organizational politics in rejuvenating the international firm.

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Entrepreneurial Strategies: The Dominant Logic of Entrepreneurship

Cited by 36 publications

References 0 publications

Strategic Use of Corporate Venturing

Strategic Use of Corporate Venturing

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Political Heterarchy and Dispersed Entrepreneurship in the MNC

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