Organizing for internally developed corporate ventures

Brazeal, Deborah V.

doi:10.1016/0883-9026(93)90012-t

Cited by 128 publications

(65 citation statements)

References 22 publications

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“…This research has studied different internal organizational factors including the firm's incentive and control systems (Sathe, 1985), culture (Brazeal, 1993;Hisrich and Peters, 1986;Kanter, 1985), organizational structure (Covin and Slevin, 1991;Dess, Lumpkin and McGee, 1999;Naman and Slevin, 1993), and managerial support Stevenson and Jarillo, 1990). Because they affect the nature of the firm's internal environment, these factors, both individually and in combination, are recognized as antecedents of the entrepreneurial actions on which CE is built.…”

Section: Organizational Antecedentsmentioning

confidence: 98%

“…Resources/time availability Von Hippel, 1977;Souder, 1981;Kanter, 1985;Sathe, 1985;Burgelman and Sayles, 1986;Hisrich and Peters, 1986;Sykes, 1986;Katz and Gartner, 1988;Sykes and Block, 1989;Damanpour, 1991;Stopford and Baden-Fuller, 1994;Das and Teng, 1997;andCovin, 1997. Organizational culture Souder, 1981;Burgelman, 1983;Sathe, 1985;Burgelman and Sayles, 1986;Hisrich and Peters, 1986;Schuler, 1986;Sykes, 1986;Bird, 1988;Sykes and Block,1989;Guth and Ginsberg, 1990;Covin and Slevin, 1991;Damanpour, 1991;Zahra, 1991Zahra, , 1993Zahra and Covin, 1995;Brazeal, 1993;Kuratko, 1993;Hornsby et al, 1993;Hornsby et al, 1999;Antoncic and Hisrich, 2001;Hornsby et al, 2002;and Hornsby and Kuratko, 2003. Work discretion (autonomy) Burgelman, 1983Burgelman, , 1984Kanter, 1985;Quinn, 1985;Sathe, 1985;MacMillan, Block and Narasimha, 1986;…”

Section: Factormentioning

confidence: 98%

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Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

Kuratko

Hornsby

Bishop

2005

Entrepreneurship Mgt.

149

138

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Through the development and extension of theories and scholars' subsequent empirical analyses of significant, theoretically grounded research questions, the knowledge about corporate entrepreneurship (CE) and its successful use continues to advance. Moreover, the literature suggests important relationships between the corporate environment, managers' entrepreneurial behavior and successful implementation of corporate entrepreneurship actions. In an attempt to test some of those relationships, we describe an empirical study of 523 managers that examines the relationships among the antecedents to managers' entrepreneurial behavior, a decision to implement entrepreneurial actions, and resulting job satisfaction and reinforcement practices.Through the development and extension of theories and scholars' subsequent empirical analyses of significant, theoretically grounded research questions, knowledge about corporate entrepreneurship and its successful use continues to expand. However, despite the espoused and observed positive effects of CE, issues remain if we are to fully understand this construct's promise (Hornsby, Kuratko and Zahra, 2002;Zahra, 1991; Zahra, Nielsen and Bogner, 1999). Moreover, outcome factors that influence an organization's willingness to continue implementing a CE strategy as well as managers' willingness to continue engaging in entrepreneurial behavior have not been integrated to enhance our understanding of CE practices. Also, a fundamental ambiguity exists in the literature concerning what it means, in a theoretical sense, to have CE as a firm's strategy (Meyer and Heppard, 2000). As such, while there is a broadly held belief in the need for and inherent value of entrepreneurial action on the part of established organizations Morris and Kuratko, 2002), much remains to be revealed about how CE strategy is enacted in organizational settings. In our present study, we review the existing literature and present an empirical study of * Corresponding author. Donald F. Kuratko,

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Section: Organizational Antecedentsmentioning

confidence: 98%

Section: Factormentioning

confidence: 98%

Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

Kuratko

Hornsby

Bishop

2005

Entrepreneurship Mgt.

149

138

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“…Some scholars have focused on the entrepreneurial orientation of 13 the firms, such as innovativeness and proactiveness (Covin and Slevin, 1986, Knight, 1997, Kearney et al, 2007. Others have focused on the engagement of corporations in corporate entrepreneurship and have used dimensions such as new business venturing, innovation and organizational renewal (Brazeal, 1993, Zahra, 1993. Antoncic and Hisrich (2001) have suggested a more comprehensive perspective which is a combination of previous dimensions and includes new business venturing, innovativeness, self-renewal and proactiveness.…”

Section: Dimensions Of Corporate Entrepreneurshipmentioning

confidence: 99%

“…organization (Stopford and Baden-Fuller, 1994) by redefining a firm's products or services (Rule and Irwin, 1988) and/or by developing new markets (Brazeal, 1993). In large companies, it can refer to the formation of more formally autonomous or semi-autonomous units or firms (Schollhammer, 1982, Kanter andRichardson, 1991).…”

Section: New Business Venturing-this Dimension Refers To New Businessmentioning

confidence: 99%

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

Zaefarian

Tasavori

Ghauri

2015

Emerging Markets Finance and Trade

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“…Pinchot (1984) introduced the term intrapreneurship and defined intrapreneurs as "Those who take hands-on responsibility for creating innovation of any kind, within a business". Most scholars have investigated research questions how managers and employees could be inspired to behave entrepreneurially, to create innovations, to obtain profit and growth through these innovations and to foster the creation of new businesses within existing 424 organizational framework (Burgelman, 1983;Zahra 1993;Brazeal 1993;Bowman 1999;Sathe 2003;Rezk et al 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

On sustainable production networks for Industry 4.0

Prause¹,

Atari²

2017

JESI

107

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Abstract. Re-industrialization enjoys a renaissance in Western economies due to the role of the industrial sector for innovation, productivity, and job creation. A very promising approach to bring back competitiveness in production seems to be the fusion of the virtual and the real world leading to smart manufacturing and logistics concepts. In Germany, the leading industrial country in the European Union this approach has been called "Industry 4.0" aiming to develop cyber-physical systems (CPS) and dynamic production networks in order to achieve flexible and open value chains in manufacturing of complex mass customization products in small series. Currently, manufacturing companies gaining experiences in production in networks and smart logistics and develop new organisational structures and business models which better benefit from the new technologies and which adapt faster to the rapidly changing network environments. The modern manufacturing models embrace modular and fractal approaches as well as network-orientation, flexibility and responsiveness. The paper investigates the relationship between networking, organizational development, structural frame conditions and sustainability in the context of Industry 4.0. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise located in Estonia. The empiric analysis is based on semi-structured expert interviews and secondary data together with a case study approach.

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Organizing for internally developed corporate ventures

Cited by 128 publications

References 22 publications

Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

On sustainable production networks for Industry 4.0

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