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

Individual and team entrepreneurial orientation: Scale development and configurations for success

While entrepreneurial orientation (EO) has traditionally been defined and operationalized as a firm-level phenomenon, recent studies extended the construct to the individual-level (IEO). We theorize how teams might draw on the EO of their individual members, forming what we call Team EO, and pose that EO will manifest in corollary attitudes and behaviors among employees to enable its organizational pervasiveness. Building on social exchange theory, theories of organizational citizenship and extra-role behavior, we conceive and explore how risk-taking, proactiveness, and innovativeness within a team, in conjunction with its trust in the manager and commitment to company goals, affect performance. Results from an fsQCA analysis with 71 teams from a large service-sector company show that proactiveness and innovativeness serve as substitutes and need to be combined with a commitment to company goals to achieve high performance