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

Internationalisation: conceptualising an entrepreneurial process of behaviour in time

This paper presents a three-stage process of conceptual development in response to the call for a unifying direction for research in the emergent field of international entrepreneurship. Drawing on classic approaches to internationalisation, and importing insight from entrepreneurship as a separate and distinct field of study, the paper develops three potential models of internationalisation as a time-based process of entrepreneurial behaviour. The models evolve from the simple through general to precise levels of conceptualisation. Research implications are discussed

Cognitive style and entrepreneurial drive of new and mature business owner managers

Purpose The purpose of this study was to investigate whether cognitive style and entrepreneurial drive are important for identifying individuals who have the potential to become successful entrepreneurs, and for discriminating between owner-managers operating in mature and early stages of venture creation and growth. Design/Methodology Data were obtained from entrepreneurs involved in early (n = 81) and mature (n = 50) stages of venture creation and growth. Instruments used in the study include the Cognitive Style Index which measures the analytic-intuitive dimension of cognitive style and the Carland Entrepreneurial Index which measures entrepreneurial drive. Findings Entrepreneurs tend to be more intuitive and less analytic than non-entrepreneurs. The more intuitive entrepreneurs exhibited higher levels of drive towards entrepreneurial behaviour. Those operating in the early stages of venture creation and growth exhibited higher entrepreneurial drive than those operating in mature stages. Implications Cognitive style may be useful for identifying individuals who have the potential to become successful entrepreneurs. The finding that more intuitive entrepreneurs exhibited higher levels of entrepreneurial drive suggests that cognitive style may also be helpful for discriminating between micro-entrepreneurs and macro-entrepreneurs. Originality/Value There is a paucity of convincing research on individual differences as a way of distinguishing entrepreneurs from non-entrepreneurs, even though it is believed to be central to understanding the field. This study is the first of its kind to consider the implications of both entrepreneurial drive and cognitive style for entrepreneurs operating in the mature and start-up stages of venture creation and growth