Insights into a New Research Agenda for the Behavioural Theory of the Firm

Leitão, João; Nunes, António João Santos; Pereira, Dina; Ramadani, Veland

doi:10.1007/978-3-030-49410-0_1

Cited by 2 publications

(2 citation statements)

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“…Corporate entrepreneurship has been highlighted as an important source of existing firms’ rejuvenation and renewal (e.g., Ireland et al, 2009 ; Leitão et al, 2020 ; Parker, 2011 ). As indicated above, several studies have noted that ambidexterity may help organizations realize their corporate entrepreneurship endeavours (Burström & Wilson, 2015 ; Hill & Birkinshaw, 2014 ; Michl et al, 2013 ; Pan et al, 2021 ).…”

Section: Related Literature Theory and Hypothesesmentioning

confidence: 99%

“…Such individual ambidexterity might not only be relevant for newly founded firms; indeed, recent research suggests that key actors’ abilities to foster ambidexterity are also relevant for corporate entrepreneurship (Burström & Wilson, 2015 ; Hill & Birkinshaw, 2014 ; Michl et al, 2013 ; Pan et al, 2021 ; Schnellbächer & Heidenreich, 2020 ; Weigel et al, 2022 ), which is generally viewed as “entrepreneurial behavior that purposefully and continuously rejuvenates the organization and shapes the scope of its operations through the recognition and exploitation of entrepreneurial opportunity” (Ireland et al, 2009 , p.21). Sometimes also referred to as intrapreneurship (Leitão et al, 2020 ; Parker, 2011 ; Ramdhani et al, 2020 ), corporate entrepreneurship has, for example, been shown to depend on CEOs’ characteristics and their ability to drive organizational ambidexterity (Pan et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

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Automation, organizational ambidexterity and the stability of employee relations: new tensions arising between corporate entrepreneurship, innovation management and stakeholder management

Hiebl

Pielsticker

2023

J Technol Transf

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While previous entrepreneurship research has only seldom drawn on organizational ambidexterity, the analysis of the important contemporary tensions among entrepreneurship, innovation management and strategic management issues may be facilitated by more closely analysing organizational ambidexterity in entrepreneurial settings. In this paper, we follow this thinking and more closely analyse an often applied form of corporate entrepreneurship: automation. Such automation is transferring work that was formerly conducted by humans to machines and may thus result in new tensions between corporate entrepreneurship, innovation management and the management of organizational stakeholders such as employees. The present paper investigates whether increased automation lowers the stability of firms’ relationships with their employees. In addition, we expect that this relationship is moderated by organizational ambidexterity, as employees may have perceived ambidexterity as a signal that their firm will not overly invest in exploitation only, but maintain a balance between exploitation and exploration. Drawing on stakeholder theory, previous insights into corporate entrepreneurship and a survey of German Mittelstand firms, our findings show that highly ambidextrous firms are indeed more vulnerable to automation, leading to lower employee relational stability. Our findings thus suggest that in highly ambidextrous firms, novel tensions around automation-related corporate entrepreneurship will be detrimental to the stability of the firm’s relations with one of its key stakeholder groups: employees.

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