Factors influencing middle managers’ ability to contribute to corporate entrepreneurship

Burgess, Cathy

doi:10.1016/j.ijhm.2012.05.009

Cited by 42 publications

(46 citation statements)

References 78 publications

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“…Further research has analyzed the role of middle managers and their contributions in connection with entrepreneurship and strategy (e.g., Drucker, 1985;Pinchott, 1985;Zahra, 1991). In particular, middle managers take on the following roles for effective corporate entrepreneurship: innovator, risk taker, and facilitator of organizational learning (Burgess, 2013). Quinn (1985) highlighted the value and importance of middle managers in connection with the innovation process of established corporations.…”

Section: The Middle Manager's Role Within An Organizationmentioning

confidence: 99%

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2018

TIM Review

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Welcome to the July 2018 issue of the Technology Innovation Management Review. This month's editorial theme is Innovation Management in recognition of the ongoing partnership between this journal and the International Society for Professional Innovation Management (ISPIM; ispim-innovation.com). ISPIM is a network of researchers, industrialists, consultants, and public bodies who share an interest in innovation management.

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Section: The Middle Manager's Role Within An Organizationmentioning

confidence: 99%

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2018

TIM Review

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“…This research project is to improve the traceability of production with the intention of developing manufacturing competitiveness [7] within the company. The major concern is to determine the effective way likely, Cathy Burgess [8] to encourage more middle managers for a better product design. In this sense, this latter in fact requires the effective implementation of improvement determined by the company of which design department is responsible for implementing the program.…”

Section: Project Background and Purposementioning

confidence: 99%

“…Given that quality improvement is still in the annual work plan of the company CCTEC Co. Ltd., obtained performance result related activities converging at the quality improvement. It is indeed necessary to identify all present opportunities to motivate middle managers [8] for that quality improvement is real within the company. The strengthening of capacity of actor's production using a series of training should be featured in the annual work program of the company.…”

Section: Quality Improvement Effect In Production Processmentioning

confidence: 99%

“…The treatment of results concerned the thorough analysis of the literature in the field of quality improvement [4] [13] and implementation of QI program in the production process. A factor analysis identified four factors that supported the priority design of research: organization and role [20], understanding of QI [21] [22], involvement in QI [8] [11] and commitment in QI. Each middle manager responded to the questionnaire issued with a participation rate of 100%.…”

Section: Project Implementation 21 Baseline Data Collectionmentioning

confidence: 99%

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Quality Improvement in Management System: A Case Study of CCTEC Company China

Kamonja¹,

Liang²,

Sohail³

et al. 2014

AJIBM

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Certain difficulties are inherent in the implementation of the improvement of the quality of service, particularly in the Design Management Department. There is often a difference on the issue of translating vision between senior management and Design Department for service improvement into effective, operational QI programs. Middle managers have a key role to play, but often they are overlooked which leads to undermining their efforts to improve the quality programs offered by senior management. This paper describes the first phase of a PhD research project to determine and develop the role of middle management in successful implementation of quality management programs. A framework for quality improvement implementation, including key issues of importance to middle managers regarding their proactive involvement in QI, is suggested. Finally, the initial implementation of the model in a company is discussed.

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“…Organisations need to be adapted to be survived and must remain competitive in a complex; demanding and changing economic environment and therefore should adopt a more entrepreneurial approach to manage decision-making process. 'Corporate entrepreneurship' is a process that enhances the level of activity and hence performance (Burgess, 2013). Although entrepreneurial behaviour of established businesses is viewed as a crucial prerequisite for growth and performance in dynamic environments corporate entrepreneurship (or entrepreneurial behaviour, to introduce the term used widely and interchangeably in this paper) refers to processes in established businesses leading to:…”

Section: Introductionmentioning

confidence: 99%

Identifying and prioritisation entrepreneurial behaviour factors using fuzzy AHP approach

Parhizgar

Keshavarz

2018

IJDATS

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The purpose of this research is to realise how organisations have been sustaining their growth through applying entrepreneurial behaviour factors. Regarding the thematic nature of research model, experts' opinion in oil industry, companies in oil industry have been examined in the current study included: 1) oil pipeline and telecommunication company; 2) oil products distribution company; 3) National Gas Company in Semnan and Khorasan province have been brought for this research as statistic population. The number of experts participating in the study is 30 persons who were interested in improving discussion. The main tools used for gathering the data in this study were company records and questionnaire. In this study, structural factors, underlying factors, behaviour factors sub-criteria were ranked regarding to criteria related to different levels of entrepreneurial behaviour sub-criteria of oil industry by using fuzzy analytic hierarchy process (FAHP). The results obtained from fuzzy AHP method according to the entrepreneurial behaviour factors indicate that structural factors are more important than underlying factors and behaviour factors. According to the structural factors scale, it is concluded that entrepreneur organisation structure is more important than other factors.Keywords: entrepreneur; entrepreneurship benefits; entrepreneurial behaviour; fuzzy analytic hierarchy process; FAHP.Reference to this paper should be made as follows: Parhizgar, M.M. and Keshavarz, E. (2018) 'Identifying and prioritisation entrepreneurial behaviour factors using fuzzy AHP approach', Int.

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Factors influencing middle managers’ ability to contribute to corporate entrepreneurship

Cited by 42 publications

References 78 publications

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Quality Improvement in Management System: A Case Study of CCTEC Company China

Identifying and prioritisation entrepreneurial behaviour factors using fuzzy AHP approach

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