Capabilities and Strategic Entrepreneurship in Public Organizations

Klein, Peter G.; Mahoney, Joseph T.; McGahan, Anita M.; Pitelis, Christos N.

doi:10.1002/sej.1147

Cited by 167 publications

(164 citation statements)

References 132 publications

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“…There is consensus in the literature in considering the resources controlled by firms and the capabilities these develop as critical factors in the development of corporate entrepreneurship activities (Klein, Mahoney, McGahan, & Pitelis, 2013).…”

Section: Resources Capabilities and Corporate Entrepreneurshipmentioning

confidence: 99%

Corporate Entrepreneurship in Colombia: An Approach from Resources and Capabilities

Pérez¹,

Lozada-Barahona²

2018

Mediterranean Journal of Social Sciences

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Section: Resources Capabilities and Corporate Entrepreneurshipmentioning

confidence: 99%

Corporate Entrepreneurship in Colombia: An Approach from Resources and Capabilities

Pérez¹,

Lozada-Barahona²

2018

Mediterranean Journal of Social Sciences

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“…This suggests that cities with public control over their strategic resources and (partially) private or voluntary sector provision of excess and ubiquitous resources are more successful than cities with different ownership structures. However, placing publicly owned resources into the hands of private actors might lead to conflicts: it is rational to expect that pressure on private managers for cost reduction will lead to quality shadings, ultimately destroying public value (e.g., prison crisis in California) (Kivleniece & Quelin, 2012;Klein, Mahoney, McGahan & Pitelis, 2013). As the social welfare consequences of full private ownership are unclear, we suggest public-private collaborations in order to align public and private interests, rather than handing over public sector services to private operators.…”

Section: Structuring the Resource Portfoliomentioning

confidence: 99%

“…However, these combinations stress the challenge of appropriate governance (Klein et al, 2013). Governance refers to the capacity to "get things done" in a complex environment through actors with potentially conflicting agendas (Stoker, 1998, p. 18).…”

Section: Resource Orchestration As Source Of Competitive Advantage Ofmentioning

confidence: 99%

Resource orchestration as a source of competitive advantage for cities

Berseck

Knyphausen‐Aufseß

2018

Managementforschung

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-DeutschInmitten des aktuellen Urbanisierungstrends bietet diese Dissertation eine Antwort auf den Mere resources are frequently insufficient to generate competitiveness in our increasingly demanding world; urban administrators, policymakers and other practitioners concerned with the management of their place need capabilities to use resources efficiently while adapting to their changing environments. Therefore, I argue for the value of extending the resource-based theory -especially, its dynamic refinement, the theory of resource orchestration -to answer the question how places can achieve a sustainable competitive advantage. I develop a fourstep process framework of strategically managing resources and developing capabilities that includes (a) structuring their resource portfolio, (b) bundling resources to capabilities, (c) leveraging capability configurations and (d) continuously synchronizing each activity.I try to give this model its specific urban shape by zooming into the city and empirically applying it to the internationally growing urban governance tool of Business Improvement Districts (BIDs). The first empirical study emphasizes one particularly important, placespecific resource, namely social capital, and examines the unique relationships between social capital and resource bundling based on archival, interview and direct observation data of 12BIDs in New York City. The findings suggest that each component of the resource bundling process mediates between social capital and the BID's capability to function as community development entity. Contents IVThe second empirical study focusses on capability leveraging and elaborates this resource orchestration step in the context of 15 BID-government relationships in the City of Hamburg.This chapter advances qualitative research to disentangle the actual processes of strategy development, coordination and implementation between public and private actors. It identifies different leveraging approaches and collaborative outcomes depending on the social capital configurations of the BID-government relationships. By focusing on the partnerships' networks of relationships, inherent interests and capabilities that enable (or inhibit) public and private actors to work together, the study makes an important contribution to the literature, theorizing the entire process of how public-private collaborations are strategically managed.Combined, this dissertation informs theory and practice on the strategic management of cities and BIDs. The focus shifts from viewing them as black box, through which certain inputs flow to become outputs, towards the development of capabilities for policymakers, administrators and practitioners that allow them to utilize resources efficiently and establish structures to work collaboratively. Hereby, I show and explain how places can affect their development trajectories through conscious managerial actions taken to increase their performance.

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“…The performance or the outcome of the strategic and corporate entrepreneurial activities of firms is, therefore, relevant to both academics and practitioners. With respect to performance, Klein et al, (2013) opine the organization's capabilities are essential for the firm's entrepreneurial behavior. From the foregoing and given that strategic and corporate entrepreneurship are important contributors to the firm's sustainable and competitive creation of wealth, the aim of this paper is to compare the performance measures of both entrepreneurial activities.…”

Section: Introductionmentioning

confidence: 99%

A Theoretical Study of Performance Measures in the Strategic and Corporate Entrepreneurships of Firms

Ogunsiji

Ladanu

2017

IJPSE

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This paper compares performance measures in the corporate and strategic entrepreneurial activities of firms. The paper develops the concepts of strategic entrepreneurship and that of corporate entrepreneurship with the aim of identifying the measures suitable for determining their "end-points" and hence, performance, with respect to the firm's activities. The paper concludes the performance measures for both entrepreneurial processes need to consider and exploit the salient differences in their operations. When this is done, a "balanced" picture of the firm's strategic as well as corporate entrepreneurial performance that aligns itself with the dynamic environment, operational processes and stakeholders and such that can enhance continuous improvement will be attainable.

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Capabilities and Strategic Entrepreneurship in Public Organizations

Cited by 167 publications

References 132 publications

Corporate Entrepreneurship in Colombia: An Approach from Resources and Capabilities

Corporate Entrepreneurship in Colombia: An Approach from Resources and Capabilities

Resource orchestration as a source of competitive advantage for cities

A Theoretical Study of Performance Measures in the Strategic and Corporate Entrepreneurships of Firms

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