Entrepreneurship in Established Organizations: The Case of the Public Sector

Abstract

The potential role of entrepreneurship In public sector organizations Is explored. Entrepreneurship Is conceptualized as a manageable process with underlying dimensions of Innovatlveness, risk-taking, and proactlveness. Unique characteristics of the public sector environment are examined, and a number of core principles and concepts from entrepreneurship are applied. Arguments against the application of these concepts are addressed. Results are reported of a survey of 152 public sector managers In South Africa. The findings suggest that these managers find entrepreneurship to be a salient concept for their organizations, and that the key obstacles to Its Implementation are very similar to those reported by corporate managers. Implications are drawn for theory and practice, and a number of suggestions are made for further research.

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

“…Most research emphasizes the role of MMs as key drivers of CE. For instance, MMs are identified as the most entrepreneurial people (Morris and Jones 1999), the largest group of initiators (Borins 2000), and the main source of creativity in entrepreneurship (Bernier and Hafsi 2007). Yet, this significant contribution of MMs cannot be taken for granted and cannot be understood in isolation of their TMT's influence.…”

A Nurse and a Civil Servant changing institutions: Entrepreneurial processes in different public sector organizations

“…The underlying process nature of entrepreneurship is fundamentally the same across contexts, according to Morris & Jones (1999). In the public sector, they argue, entrepreneurs need to possess strong political skills, the ability to develop power sources, use the media, redesign the system, use external forces and build support among politicians', unions' etc.…”

“…Christensen et al, 2005;Brunsson & Sahlin, 2000;Morris & Jones, 1999;Rainey, 2003;Sundin, 2006). In this article, it is not necessary to take a standpoint in this debate but simply to emphasise those aspects that seem to be important for the Nurse and the Civil Servant.…”

“…Indeed, the sector is often considered as the absolute opposite of entrepreneurship. Consequently, there is still a lack of empirical studies on entrepreneurship in the public sector (Morris & Jones, 1999;Bartlett & Dibben, 2002), and especially of studies focusing on the entrepreneurial processes within their contexts (cf Gartner, 1989).…”

Strateji̇k (Gi̇ri̇şi̇mci̇) Bi̇r Duruş Olarak Gi̇ri̇şi̇msel Oryantasyon Kavrami

“…Birçok yazar tarafından girişimci kelimesi ile ilgili tanımlamalar yapılmasının yanında girişimc ilik konusuna en çok önem veren isimlerden biri olan Schumpeter, girişimciyi yeni ürünler, süreçler, piyasalar, arz kaynakları ve yeniden örgütlenme ile yeni oluşumlar yaratarak üretim yapılarını yenileyen kişi olarak tanımlamıştır (Diefenbach, 2011: 11-12). Morris & Jones (1999) ile Ulijn & Brown (2004) girişimcilik kavramının çevrede bulunan fırsatların araştırılması ve ortaya çıkarılması ya da fırsatların yaratılması ile ilgili bir süreç olduğunu ifade etmiştir. Girişimcilik, işletmelerin iş fırsatları ile ilgili bir vizyona sahip olmasını ve bu vizyonunu gerçeğe dönüştürmek için kaynaklarını ve yeteneklerini kullanmas ını gerektirmektedir.…”