Drivers and enablers of corporate entrepreneurship

Abstract

Purpose -The purpose of this paper is to study the various systems, processes, tools and mechanisms related to vision, team management, and compensation for stimulating entrepreneurial behavior within the organization. Design/methodology/approach -The paper develops a historical analysis of the reasons why the company implemented corporate entrepreneurship (CE), reflecting upon the various systems and processes the company adopted to design vision, team management, and compensation structures to stimulate entrepreneurship within the organization. It elaborates on how these initiatives have helped the organization to reach its goals in innovation and new business creation and be competitive. Findings -The paper identifies the current major challenges the company faced in designing the vision and the processes and systems to support it such as the design of appropriate structure to enable proper communication and interaction between departments. The paper develops a model showing top-down and front-line CE processes. The design of appropriate reward structure should complement the vision of the company. These are some of the drivers of corporate entrepreneurship as a guiding force for continuous future development.Research limitations/implications -The study contributes by describing a guiding model on the basis of case study research, which shows the top-down and front-line CE processes to stimulate entrepreneurial behavior within the organization. Future researchers can study this model and its impact on the CE outcomes in terms of performance and competitiveness.Practical implications -This model describes the various processes including how executives can champion entrepreneurial initiatives, support and monitor the business unit. The study also suggests how an organization can effectively allocate resources to support entrepreneurial activities. Originality/value -The paper identifies the current design challenges facing the organization and describes some of the processes to codesign the objectives and goals, compensation and design of new venture teams.

The impacts of entrepreneurial orientation on the profitability growth of construction firms in Tanzania

“…Firm growth refers to an increase in the size and the output of a firm and is very closely related to its survival (Davidsson et al 2005). Entrepreneurial orientation (EO) is one of the factors that determines the growth of firms (Pratono et al 2013;Mahmood and Hanafi 2013;Yoon 2012;Setiawan et al 2012;Kraus et al 2012;Bhardwarj et al 2011;Soriano 2010;Ferreira and Azevedo 2008;Krauss et al 2005;Krueger 2005;Knight 1997;Zahra 1996;Lumpkin and Dess 1996;Covin and Slevin 1989;Stevenson and Jarillo-Mossi 1986;Hansen and Wernerfelt 1989). Empirical findings from other studies (Mahmood and Hanafi 2013;Zhang and Zhang 2012;Li et al 2009;Ferreira and Azevedo 2008;Krueger 2005;Zahra 1996;Lumpkin and Dess 1996;Covin and Slevin 1989) also provide evidence that "EO has a significant and positive relationship with firm performance andgrowth".…”

“…Despite the contradiction of the results on the effects of EO and its dimensions on the growth of firms, this study however, was built on a basis that there is a positive relationship between the individual dimensions of EO and the growth of firms. This is because of the significant impacts of EO and its dimensions in influencing growth of firms (e.g., Kraus et al 2012;Bhardwarj et al 2011;Ferreira and Azevedo 2008;Krueger 2005;Knight 1997;Zahra 1996;Lumpkin and Dess 1996;Covin and Slevin 1989). I then adopted and modified the conceptual framework from Ha (2003a, 2003b) to hypothesize the relationship between the dimensions of EO and firm growth.…”

“…Further, entrepreneurship increases innovation, knowledge, competition, and diversity in different sectors and organizations (Santarelli and Vivarelli 2007). Entrepreneurship is helpful in developing strategies appropriate for improving the growth of firms (Yoon 2012;Bhardwarj et al 2011;Cader and Norman 2006;Zahra 1996). Furthermore, the mainstream literature suggests that "entrepreneurial orientation (EO) leads to higher growth among those firms exercising it" (Sarker and Palit 2015).…”

Continuous Creation of Entrepreneurial Orientation: A Reward and Reinforcement Perspective

“…On the other hand, Burns (2008) added that many other forms of reward such as reputational gains, favourable working conditions, access to valuable knowledge, and the opportunity to take on greater responsibility are also highly regarded by employees as rewards. The monetary awards and recognition remain important, however, the type of rewards in spite of amount of reward found to be more important in activating entrepreneurial orientation among employees (Bhardwaj et al, 2011). Nevertheless, in the effort of exploration and also exploitation of entrepreneurial activities, it is detrimental to keep a balance of both of this aspects by closely monitoring and rewarding the entrepreneurial behaviours since both of them constitute to the organizational entrepreneurship (Mazzei, Ketchen & Shook, 2017).…”

A Qualitative Exploration of the Challenges Organizations Face while Working with Generation Z Intrapreneurs

“…For firm operating in an environment which face speedy changes in industry and market structures, customer needs and technological and societal values, the only way to have competitive advantage is through corporate entrepreneurship or intrapreneurs 2 2 The term intrapreneurs has been used with the broadest definition which is perhaps ‘entrepreneurs within an existing organization’ (see Antoncic & Hisrich, 2003). (Bhardwaj & Momaya, 2011). Over half of India’s present population is under the age of 25 and over 65 per cent of the population is under the age of 35.…”