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Developing a conceptual framework of strategic entrepreneurship

By Belinda G. Luke, Kate Kearins and Martie-Louise Verreynne

Abstract

Purpose: This paper aims to examine the integration of entrepreneurship and strategy to develop a conceptual framework of strategic entrepreneurship. The framework is developed through an analysis of theory and refined through an examination of practice. Design/methodology/approach: This framework is considered in the context of potentially entrepreneurial and strategic activity undertaken by 12 of the 17 state-owned enterprises (SOEs) operating in New Zealand in 2006-2007. Based on a review of documents, observation, and interviews with SOE executives, cases of 12 SOE activities were analysed to compare and contrast strategic entrepreneurship in practice. Findings: The findings reveal distinct elements within the four activities classified as strategic entrepreneurship, activities, such as leveraging from core skills and resources from a strategic perspective, and innovation from an entrepreneurial perspective. Originality/value: This study is one of the first to examine the nature of strategic entrepreneurship in practice and the associated financial returns

Topics: 150199 Accounting Auditing and Accountability not elsewhere classified, Entrepreneurs, New Zealand, Management strategy, Public sector organizations, Accountability, State-owned Enterprises, Strategic Entrepreneurship
Publisher: Emerald
Year: 2011
DOI identifier: 10.1108/13552551111130736
OAI identifier: oai:eprints.qut.edu.au:46068
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