Intra-organizational networking for innovation-based corporate entrepreneurship

Kelley, Donna; Peters, Lois S.; O’Connor, Gina Colarelli

doi:10.1016/j.jbusvent.2008.05.010

Cited by 116 publications

(94 citation statements)

References 58 publications

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“…Examples include: cognitive processes of corporate entrepreneurs (Corbett and Hmieleski, 2007); the role of personal and organizational networks in the CE process (e.g., Hayton and Kelley, 2006;Kelley et al, 2009); the role of national cultural and institutional factors influencing processes and outcomes in CE (Dess et al, 2003;Hayton et al, 2002); the influence of resource constrained environments and the extension of CE to small and medium sized firms and not-for-profit institutions (e.g., Hayton, 2005;Fini et al, 2012). However, the field needs more rigorous global research to understand the moderators, mediating processes, and what constitutes relevant CE outcomes (the dependent variable issue), as well as determining the economic impact of CE activity.…”

Section: Introductionmentioning

confidence: 99%

Corporate Entrepreneurship 2.0: Research Development and Future Directions

Kuratko

2017

FNT in Entrepreneurship

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Section: Introductionmentioning

confidence: 99%

Corporate Entrepreneurship 2.0: Research Development and Future Directions

Kuratko

2017

FNT in Entrepreneurship

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“…More broadly, we respond to calls for more research into the role of personal and organizational networks in CE (e.g., Hornsby et al 2013;Kelley et al 2009) and make two additional contributions.…”

mentioning

confidence: 99%

“…Recent research has suggested that managers' network relationships and social exchanges across the organization influence their involvement in CE activity (Hayter 2013;Kelley et al 2009;Pappas and Wooldridge 2007). While boundary-spanning within MNEs can drive strategic renewal of business units , researchers have also shown that managers who span boundaries are particularly susceptible to stress (Podolny and Baron 1997) and may even restrict the flow of knowledge throughout organizations (Cross et al 2002;Gould and Fernandez 1989;Tortoriello et al 2012).…”

mentioning

confidence: 99%

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

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…While we have a strong understanding of relationship ties and the ways they affect entrepreneurial activity within (Kelley, Peters, & O'Connor, 2009;Stam & Elfring, 2008) and outside (Hoang & Antoncic, 2003;Jack, 2005) the organization, we know relatively little about how these ties change (if at all) after failure. Future research has the chance to add to the body of knowledge on this topic by investigating how entrepreneurs' formal (business) relationships change after inter-organizational relationships cease as a result of business failure and when intra-organizational relationships cease due to project failure.…”

Section: The Social Implications Of Entrepreneurial Failurementioning

confidence: 99%