The Role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship

Dess, Gregory G.; Lumpkin, G. T.

doi:10.5465/ame.2005.15841975

Cited by 637 publications

(733 citation statements)

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“…This sequencing concurs with prior conceptualizations (e.g., Dess & Lumpkin, 2005;Eisenhardt & Martin, 2000), but the processes likely develop and function differently across firms, due to firm idiosyncrasies such as path dependencies. The impact of dynamic capabilities also varies with environmental conditions (Eisenhardt & Martin, 2000;Schilke, 2014).…”

Section: Heterogeneous Impact Of Dynamic Capabilitiessupporting

confidence: 63%

Heterogeneity in dynamic capability configurations: Equifinality and strategic performance

Gelhard

Delft

Gudergan

2016

Journal of Business Research

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Section: Heterogeneous Impact Of Dynamic Capabilitiessupporting

confidence: 63%

Heterogeneity in dynamic capability configurations: Equifinality and strategic performance

Gelhard

Delft

Gudergan

2016

Journal of Business Research

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“…Firms with higher levels of EO would reflect consistent behavior required to enact a corporate entrepreneurship strategy as captured through entrepreneurial processes and behavior (Anderson et al 2009;Dess, Lumpkin 2005). Building on data gathered in the first phase of this study, the second phase tests which elements of the pro-entrepreneurship organizational architecture are related and are able to predict organizational-level consequences of corporate entrepreneurship strategy.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Pro-Entrepreneurship Architecture on Organisational Outcomes

Urban

2012

Journal of Business Economics and Management

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Abstract. Recent years have seen considerable work at the interface between business, management, entrepreneurship and strategy and as a result, new research domains have appeared including corporate entrepreneurship and entrepreneurial strategy. The purpose of this article is to understand the effect that corporate entrepreneurship strategy has on firms to revitalize, reconfigure resources and transform into firms that are ready to compete in the global economy. Empirical tests are conducted to determine to what extent elements of pro-entrepreneurship architecture are able to predict development capability, strategic repositioning, and growth based outcomes. A first-phase survey is conducted to verify the presence and strength of entrepreneurial orientation while the second phase of the study identifies elements of organizational architecture able to predict firm outcomes. The main contribution of this article is that firms resourcing and rewarding policies, as well as cultural and structural orientations, derived from a corporate entrepreneurship strategy, play a significant role in realizing desired outcomes. The study has important implications for emerging economies where growth is often the primary goal of organizations, and where corporate entrepreneurship can be critical for firm profitability and survival.

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“…As a process it is a universal phenomenon. It occurs in differing degrees and frequencies within companies, such that some firms are highly entrepreneurial and others are relatively low in terms of their entrepreneurial orientation (Dess & Lumpkin, 2005). The overarching question for managers becomes one of determining how entrepreneurial they wish the company to be, or the role that entrepreneurship should play within the firm.…”

Section: Setting the Stage For Entrepreneurial Outcomesmentioning

confidence: 99%