The relationship between corporate entrepreneurship and strategic management

Barringer, Bruce R.; Bluedorn, Allen C.

doi:10.1002/(sici)1097-0266(199905)20:5<421::aid-smj30>3.0.co;2-o

Cited by 800 publications

(623 citation statements)

References 69 publications

(114 reference statements)

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“…Miller (1983) defined an entrepreneurial firm as one that "engages in product market innovation, undertakes somewhat risky ventures, and is first to come up with 'proactive' innovations, beating competitors to the punch" (p. 771). From this definition, scholars have repeatedly pinpointed and studied three core dimensions said to classify an EO these being risk-taking, innovativeness and proactiveness (e.g., Barringer and Bluedorn, 1999;Covin and Slevin, 1989;Naman and Slevin, 1993;Wiklund, 1999;Wiklund andShepherd, 2003, 2005;Zahra and Covin, 1995). Lumpkin and Dess (1996) on the other hand argue that a coherent classification of an EO consists of five dimensions not three.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Hughes

Morgan

2007

Industrial Marketing Management

819

782

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Section: Theoretical Frameworkmentioning

confidence: 99%

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Hughes

Morgan

2007

Industrial Marketing Management

819

782

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“…The more that an entrepreneurial orientation is encouraged; the more information businesses tend to gain regarding customer needs and competitor information (Barringer & Bluedorn, 1999). Moreover, there firms have an organizational culture that allows employees to share and use basic information regarding market orientation (Menon & Varadara-jan, 1992).…”

Section: The Relationship Between Entrepreneurial and Market Orientatmentioning

confidence: 99%

Firm Performance and Entrepreneurial, Market and Technology Orientations in Korean Technology Intensive SMEs

Hyung¹,

Dedahanov²

2014

ASS

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This study investigated the relationships between entrepreneurial-market orientations and entrepreneurial-technology orientations and the impact of market and technology orientations on firm performance in Korean technology intensive small and medium-sized business (SMEs). To conduct the analysis, the study applies structural equation modeling (SEM) to understand the direct effects of entrepreneurial on market and technology orientations and the direct effects of market and technology orientations on firm performance. This research is based on a study of 347 technologies intensive Korean SMEs and the major results are as follows:The results indicate that entrepreneurial orientation directly affects market and technology orientations. This result implies that entrepreneurial orientation is key factors that influence market and technology orientation in Korean SMEs. Another finding suggests that market and technology orientations positively affect firm performance. It appears that Korean companies require the capability to serve technology well, but also need to recognize new business opportunities from within their current market relationships. The implication here is that for Korean technology intensive small firms, entrepreneurial orientation can improve market and technology orientations. The results suggest that to achieve high levels of firm performance, Korean companies need to balance the elements of entrepreneurial, technology and market orientations.

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“…Previous literature has already studied the necessity of creating an inner environment that is conducive to internal entrepreneurship and individual commitment to sustainable corporate entrepreneurship (Alpkan et al, 2010). A successful intrapreneurial spirit can only be possible if a suitable internal support climate is established where intrapreneurs engage in opportunity-seeking entrepreneurial behaviours, as in the case of independent entrepreneurs discovering important challenges and opportunities (Zahra, 1991;Barringer & Bluedorn, 1999;Jeong et al, 2006). When these efforts are supported and coordinated by managers, these endeavours will result in sustainable competitive advantages through innovation in the form of new products, services, and processes (Quinn, 1985;Hornsby et al, 2002;Rhee et al, 2010).…”

Section: Resultsmentioning

confidence: 99%

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Turró

Urbano

2012

SSRN Journal

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La sèrie Documents de treball d'economia de l'empresa presenta els avanços i resultats d'investigacions en curs que han estat presentades i discutides en aquest departament; això no obstant, les opinions són responsabilitat dels autors. El document no pot ser reproduït total ni parcialment sense el consentiment de l'autor/a o autors/res. Dirigir els comentaris i suggerències directament a l'autor/a o autors/res, a la direcció que apareix a la pàgina següent.A Working Paper in the Documents de treball d'economia de l'empresa series is intended as a mean whereby a faculty researcher's thoughts and findings may be communicated to interested readers for their comments. Nevertheless, the ideas put forwards are responsibility of the author. Accordingly a Working Paper should not be quoted nor the data referred to without the written consent of the author. Please, direct your comments and suggestions to the author, which address shows up in the next page. ORGANIZATIONAL RESOURCES AND INTRAPRENEURIAL ACTIVITIES:A CROSS-COUNTRY STUDY. ABSTRACTThe importance of entrepreneurship for social and economic growth is generally accepted. In addition, intrapreneurship or corporate entrepreneurship is recognized as one of the key elements for organizational development. In this context, corporate culture and, specifically, entrepreneurial competences are considered to be catalysts for intrapreneurship. The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur. Using data obtained from the Global Entrepreneurship Monitor (GEM) for 39 countries, and a logistic model, the study shows that entrepreneurial resources and capabilities, such as previous entrepreneurial experience, entrepreneurial competences and the ability to detect business opportunities, influence intrapreneurial behaviour. The contributions of this research are both conceptual (advancing corporate entrepreneurship theory) and practical (relating to the design of policies to foster intrapreneurial activities).

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The relationship between corporate entrepreneurship and strategic management

Cited by 800 publications

References 69 publications

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth

Firm Performance and Entrepreneurial, Market and Technology Orientations in Korean Technology Intensive SMEs

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

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