Corporate Entrepreneurship:From Structures to Mindset

Corporate entrepreneurship dispersed throughout an organization and leveraging the entrepreneurial potential of all its employees bears significant benefits for those organizations that embrace it. However, it appears more difficult to instill and requires strong investment in the development of human capital and entrepreneurial mindset among the employees and across the organization. In this chapter, we discuss the essence of corporate entrepreneurship mindset and show that across an organization, there might be different entrepreneurial mindsets that correspond to different people, opportunities, and contexts. Although different, they all lead to enactment of entrepreneurial projects. This chapter, thus, contributes to the discussion regarding the nature of corporate entrepreneurial mindsets, and their development and stimulation within an organization, from both academic and practical view

Corporate entrepreneurship in a dispersed setting:actors, behaviors, and process

<p>Although conceptual models of the corporate entrepreneurship process are numerous, our current empirical knowledge regarding it remains fragmented, especially concerning the contributions of individual employees to corporate entrepreneurship. Thus, two important questions remain unanswered: How do employees from different managerial ranks of an organization contribute to the corporate entrepreneurship process, and how do these contributions change as the project unfolds over time? In the current research, we aim to answer these questions and offer an integrative framework for the corporate entrepreneurship process that would account for dynamic contributions of multiple actors through their activities and behaviors. We approach these questions in a specific context by studying three cases within a large company in a dispersed corporate setting.</p>

Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs

Small and medium-sized enterprises, Firm performance, Generic strategies, Combination strategy, Longitudinal study, Strategy persistence, C12, L21, L25, L26, M10,