Properties of balance: A pendulum effect in corporate entrepreneurship

Morris, Michael H.; Vuuren, Jurie Jansen Van; Cornwall, Jeffrey R.; Scheepers, Retha

doi:10.1016/j.bushor.2009.04.007

Cited by 19 publications

(19 citation statements)

References 30 publications

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“…In recent years, CE has been the focus of considerable research activity (Covin, Kuratko 2008;Ireland et al 2009;Phan et al 2009), and with the scope of CE widening, organizations lacking prior entrepreneurial recognition are adopting CE in order to survive and succeed in increasingly competitive and financially constrained environments (Kuratko, Audretsch 2009;Neill, York 2011). Top-level managers are responsible for putting into place pro-entrepreneurship organizational architecture, that is where the workplace exhibits structural, cultural, resource, and system attributes that encourage entrepreneurial behaviour, both individually and collectively (Morris et al 2009).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Drawing on innovative opportunity and opportunity-based conceptualizations of entrepreneurship, which emphasize the heterogeneity in identification and exploitation of opportunities, the key research question of this article is to determine if perceptions of a supportive corporate environment lead to increased opportunity recognition and motivation. While entrepreneurial behaviour on the part of individuals is neither controllable nor predictable, it can be fostered and facilitated (Morris et al 2009). The more employees perceive they are receiving support from the organisation, the more they might be expected to feel a sense of obligation and be inclined to reciprocate in both attitudinal and behavioural ways (Dimov 2007).…”

Section: Introductionmentioning

confidence: 99%

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The Importance of Opportunity Recognition Behaviour and Motivators of Employees When Engaged in Corporate Entrepreneurship

Urban

Wood

2015

Journal of Business Economics and Management

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Organisational innovation depends on individuals and managers fostering and maintaining the innovative capacities of the firm, where opportunity recognition is important for promoting corporate entrepreneurship. The study is unique in its focus on understanding opportunity recognition behaviours and motivators of employees and how these perceptions may influence corporate entrepreneurial activity. The study is conducted in an under-researched emerging market context, where 187 respondents were surveyed in the financial sector industry. The empirical findings indicate that employees perceive themselves as having high levels of opportunity recognition behaviours and motivators which are positively associated with willingness to engage in corporate entrepreneurial initiatives. The results further show that there is a significant positive relationship between opportunity recognition behaviours and the frequency of opportunities recognised. Implications highlight the importance of fostering opportunity recognition behaviours within an organisation and motivating employees to act innovatively.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Importance of Opportunity Recognition Behaviour and Motivators of Employees When Engaged in Corporate Entrepreneurship

Urban

Wood

2015

Journal of Business Economics and Management

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“…The satisfaction and commitment of organizational members were among the non-financial factors suggested by Lumpkin and Dess (2005). Researchers such as Morris et al (2009) asserted that outcomes and consequences of intrapreneurship can take a variety of forms, from the creation of entirely new ventures by the organizations, to innovative changes in the strategy, business model, product portfolio, market boundaries, or operations of the organizations. These researchers emphasized that we can put these outcomes and consequences in six types of intrapreneurship outcomes, including new corporate strategies, new ventures, new product/services, new internal processes, new business models and new markets.…”

Section: Outcomes Of Modelmentioning

confidence: 99%

“…Totally consequence of intrapreneurship can be measured in terms of economic profit (Schumpeter, 1934(Schumpeter, , 1975Zahra, 1995), product innovation (Morris et al, 2009;Jennings and Young, 1990), new venture growth (Morris et al, 2009;Baum and Wally, 2003), concern for public welfare and social legitimacy (Pfeffer, 1994), personal satisfaction (Miner, 1997;Lumpkin and Dess 2005), commitment of organizational members Mullins et al, 2001)), new products, services, processes or business development Morris et al, 2009;Hayton, 2005), organization's performance (Zahra, 1991(Zahra, , 1995Heinonen, 1999, Antoncic andHisrich, 2001), new business model and new market (Morris et al, 2009;Adonisi, 2003) For the purpose of this research, consequences and outcomes of the model are described in terms of satisfaction, new product/services, new corporate strategies, new internal processes, new markets and performance.…”

Section: Outcomes Of Modelmentioning

confidence: 99%

A conceptual model of intrapreneurship in the Iranian agricultural extension organization

Karimi

Malekmohamadi

Daryani

et al. 2011

Jnl Euro Industrial Training

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study seeks to build a conceptual model of agricultural extension intrapreneurship that discusses the concept and phenomenon of intrapreneurship as well as its prerequisites and outcomes. The proposed model is intended to depict the main factors that affect the phenomena of intrapreneurship within the agricultural extension organizations and the impact of intrapreneurship on agricultural extension organizational outcomes, as well as factors influencing its continuous outcomes. Design/methodology/approach -The paper identifies and describes the existence and past literature on prerequisites, phenomena and outcomes of intrapreneurship in organizations as a basis for analysis and developing an appropriate model of agricultural extension intrapreneurship. This is a conceptual paper selecting targeted scholarly works that provide support for the proposed model. Findings -The paper presents a model of Iranian agricultural extension in which the organizational, behavioral and environmental factors influence intrapreneurship and the construct of intrapreneurship influences organizational outcomes. The paper provides a comprehensive analysis that develops an existing model for a systematic approach to the agricultural extension intrapreneurial process. The proposed model of agricultural extension intrapreneurship joins a growing number of works that explore how intrapreneurship contributes to organizational outcomes in an Iranian agricultural extension organization. It is suggested that the framework may help scholars identify potential strategies of intrapreneurial activity that could help extension organization position intrapreneurship as a vehicle for improving organizational outcomes. Originality/value -Based on this exploration, new insights about agricultural extension intrapreneurship are developed, practical implications for agricultural extension intrapreneurs on how to approach agricultural extension entrepreneurship more systematically and effectively are presented and opportunities for further research are identified.

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“…Considering that an organization will blend its new entrepreneurial thinking into a particular strategy, that strategy's ability to offer guidance and direction may change at different times. To acquire needed innovative behaviors, it is necessary to balance well the guidance provided by the organization with the autonomy of the organization's members [127].…”

Section: Entrepreneurial Renewalmentioning

confidence: 99%

A System Dynamics Framework for Academic Entrepreneurship

et al. 2018

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Academic entrepreneurship (AE) models have enhanced the ability of scholars to delineate elements and relationships that are consistent with entrepreneurial activities. However, previous research has not focused on the dynamic feedback loops within AE. Prior models have seldom included feedback obtained from interrupted or implemented activities integrated with individual, organizational, and strategic variables. This paper proposes a model of AE from the perspective of system dynamics that seeks to explore key features of this complex process within the boundaries of a spinoff company. To achieve this goal, we developed a framework that includes four main phases: recognition, commitment, credibility, and sustainability. The model examines and analyzes the key role of innovative academic entrepreneurship during each stage. Feedback loops provide the link between strategic assessment and entrepreneurial renewal according to which AE integrates entrepreneurial and strategic efforts. Combining various perspectives from the previous literature, the proposed model can be activated from any point during the process. By introducing a system dynamics context for the model, this research expands upon the thinking of prior AE research. In practical application, our proposed framework provides insights into the feedback loops and other complexities of the AE process that academic entrepreneurs can apply to support the transfer of innovations in science and technology from academia to commercial settings.

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Properties of balance: A pendulum effect in corporate entrepreneurship

Cited by 19 publications

References 30 publications

The Importance of Opportunity Recognition Behaviour and Motivators of Employees When Engaged in Corporate Entrepreneurship

The Importance of Opportunity Recognition Behaviour and Motivators of Employees When Engaged in Corporate Entrepreneurship

A conceptual model of intrapreneurship in the Iranian agricultural extension organization

A System Dynamics Framework for Academic Entrepreneurship

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