The mediating role of corporate entrepreneurship for external environment effects on performance

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance

Managing innovation and entrepreneurship

xv, 207 p. ; 24 cm

Corporate Entrepreneurship: How Create a Thriving Entrepreneurial Spirit Throughout Your Company

Corporate entrepreneurs, intrapreneurs, mavericks. No matter what name they go by, these innovators are the pioneering forces within an organization who spark new enterprises, products, services, and processes to combat increased global competition. Corporate Entrepreneurship shows you how to develop and grow your organization by designing the culture, structure, strategies, and policies that encourage and support internal entrepreneurial ventures. Bestselling author and world-renowned entrepreneur Robert Hisrich teams up with global management expert Claudine Kearney to provide action plans, techniques, and insights for establishing an organizational culture that allows intrapreneurs to develop the entrepreneurial ventures that will secure value and generate new growth in your company. Every day, globalization and technological advancements continue to put more of your competitors within reach of your customers. In order for your company to stay attractive and thrive, you need the proven tools and tactics in this book to: Identify, evaluate, and fund venture opportunities Recognize bright corporate entrepreneurs and create their compensation plans Create business plans that avoid failure, optimize success, and develop and sustain corporate venturing Manage the internal politics of venturing Effectively implement corporate venturing into your organization Hisrich uses illustrative examples from his experience consulting for such global companies as 3M, Alcoa, Westinghouse, Citi, and many others. Through informative, well-researched case studies, he demonstrates how his concepts help companies prosper over the long run, gain market share, and stay on the cutting edge of their potential. If your employees aren’t innovating, your company is losing its competitive edge. Use Corporate Entrepreneurship to give your mavericks what they need to keep your company on top?all over the world

One size (does not) fit all: evidence of similarities and differences between product innovation management in high and low tech manufacturing firms

Most literature on product innovation management (PIM) has developed through a small number of high-tech manufacturer studies. It is assumed that, for other types of firms, 'one size fits all'. This research addresses this issue by investigating PIM in both high-and low-tech firms. Building on Cormican and O'Sullivan's (2004) Best Practice Model (BPM) this paper analyzes PIM of 112 high-tech in comparison to 184 low-tech manufacturing firms in the Netherlands. The empirical results show significant sector-level differences in the impact of the five constructs and, in some cases, insignificant and even opposite effects. Our findings show that one size does not fit all, and blindly llowing the theory can not only have a suboptimal effect but may even have a negative effect. Furthermore, there are some similarities in high- and low-tech PIM, for example Communication and Collaboration is the only construct that is positive and significant in all cases. The implications of these results in relation to high- and low-tech manufacturing firms are discussed

Generative emergence: exploring the dynamics of innovation and change in high-potential start-up ventures

Start-up and early growth of new ventures is a complex process, filled with challenges and learning amidst continuous dynamic change. Understanding these dynamics is a critical goal for entrepreneurs and has been researched by entrepreneurship scholars using complexity sciences. Building on this literature, we explore the ‘dynamics of emergent change’ by interviewing 20 founders/CEOs of young, high-potential ventures in the Republic of Ireland to generate theory on how these dynamics are experienced throughout the start-up journey. Our findings suggest a set of process dynamics that are commonly experienced as instability, tension, non-linear change, unpredictability and surprise, as well as the outcome dynamics of emergent structures, ongoing creation of new knowledge and enhanced capabilities. These are experienced across every aspect of entrepreneurship, from within the specific innovation, through marketing, operations and finance. These findings contribute towards our understanding of how the entrepreneurs deal with these dynamics. Given the current success of their venture, we take their suggestions as an outline for ‘generative leadership’ – behavioural and strategic tools for enhanced venture growth and development

FACILITATING PUBLIC SECTOR CORPORATE ENTREPRENEURSHIP PROCESS: A CONCEPTUAL MODEL

The research to date in the literature has not provided a consensus on the nature of public entrepreneurship. Many authors relate the concept of entrepreneurship to only the private sector and dismiss the idea of public sector entrepreneurship. Others argue that the introduction of entrepreneurship into the public sector is inimical to its basic goals, concept and values. This paper proposes a conceptual model that explains the public sector corporate entrepreneurial process based on a review of past theoretical and empirical research. To date, very little research exists which attempts to establish a theoretical framework or model that illustrates the various components, including environmental and organizational characteristics, that effect the corporate entrepreneurship process within the public sector. The model is intended to depict key corporate entrepreneurial dimensions that relate to entrepreneurial behavior within the public sector organization. The proposed model delineates the antecedents and consequences of corporate entrepreneurship within the public sector.