Corporate entrepreneurship, organizational learning and knowledge implementation

Abstract

The main research purpose in this paper is to perform an in-depth analysis of the relationships between corporate entrepreneurship, organizational learning and knowledge, the topic mostly neglected by academicians so far. The main research objective is to conduct a comprehensive analysis and make a step forward in understanding the nature of interdependencies, expand the knowledge base and offer a more profound answer to the dilemma of how to make an organization more innovative and flexible, by using the internal cognitive potential. Qualitative research incorporates a descriptive study, a comparison and an innovative interpretation of the relevant scientific achievements. The main result indicates that the knowledge implementation results in various forms of corporate entrepreneurship, more specifically the application of technical knowledge, lead to product lines extension, the integrative initiating of a new platform development and the exploitative creating of a new business venture. Knowledge is not only a result of organizational learning and corporate entrepreneurship, but also the trigger of future entrepreneurial activities. The research implications refer to the improved contemplation of the corporate entrepreneurship concept from a theoretical standpoint, while the practical contribution lies in providing recommendations to managers on how to stimulate specific types of entrepreneurial initiatives through corresponding approaches to organizational learning and knowledge. Finally, the potential avenue of research is indicated in relation to entrepreneurship as a learning process.

Business model innovation in corporate entrepreneurship: exploratory insights from corporate accelerators

“…The identified benefits of corporate accelerators suggest that collaborating with start-ups holds the potential to rejuvenate large corporations by infusing new knowledge and ideas, new ways of doing things, and new skills and expertise. It can initiate a process of organizational learning that might ultimately lead to business model reconfiguration (Dada and Fogg 2014;Lumpkin and Lichtenstein 2005;Nielsen 2015;Sambrook and Roberts 2005). Our findings are consistent with various recent streams of entrepreneurship research that support entrepreneurial learning in corporate ventures (Brockman 2013;Cope 2011;Haneberg 2019;Politis et al 2019).…”

“…According to Hoffman and Radojevich-Kelley (2012), the most commonly cited benefit of accelerators is the networking and mentorship opportunities it provides to nascent firms. In general, all these benefits support organizational learning at a corporate level, which is important in terms of innovation, entrepreneurship, technological change and economic growth, especially in the context of knowledge sharing and learning between organizations (Bonfanti et al 2019;Nielsen 2015). This concept helps to understand the transfer of knowledge between organizations.…”

Followers in the organizational leadership process: From attribution to shared leadership

“…Sledbenici ovakvih lidera osećaju snažnu pripadnost grupi i posvećenost poslu koji obavljaju, odgovorni su za svoja zaduženja i spremni za kontinuirano usvršavanje (Pierce & Newstorm, 2014). Podeljeno vođstvo podrazumeva neprekidni proces prepoznavanja liderskih potencijala među zaposlenima i njihovo podsticanje da te potencijale razvijaju, kako bi se povremeno i sami našli u ulozi lidera Eric Nielsen, 2015).…”

“…The followers of these leaders feel a strong affiliation to the group and commitment to the work they do, they are responsible for their own obligations and ready for continuous training (Newstorm & Pierce, 2014). Shared leadership involves a continuous process of identifying the leadership potential among employees and encouraging them to develop these resources in order to occasionally find themselves in the role of a leader (Stojanović Aleksic, Domanović, 2012;Eric Nielsen, 2015).…”

Key determinants of influence in the process of organizational leadership

“…Besides to the characteristics of national culture, the choice of tactics of leadership influence and the dominant sources of power is also influenced by organizational culture. Organizational culture as a system of common values, attitudes and ways of thinking shared by employees of the organization (Bratton, Gold, 2003, p. 485) defines a set of beliefs and assumptions about how employees should behave, what is important for the organization and how it should be positioned in relation to the environment (Eric Nielsen, 2015). Organizational culture consists of its dominant values, and, from that point of view, can extract as many cultures as there are types of different systems of values and beliefs (Cooke, 2003).…”