Focusing on internal stakeholders to enable the implementation of organizational change towards corporate entrepreneurship: A case study from France

Chebbi, Hela; Yahiaoui, Dorra; Sellami, Mohamed; Papasolomou, Ioanna; Melanthiou, Yioula

doi:10.1016/j.jbusres.2019.06.003

Cited by 42 publications

(36 citation statements)

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“…The concept of CE has evolved over time [3,8,29,36,37]. The early research simply regarded CE as a process of organizational renewal [38][39][40].…”

Section: Literature Reviewmentioning

confidence: 99%

“…More recent research efforts have focused on the elements that are essential to clarify the domains of CE, and the refinements of this theme, in order to achieve a theoretically grounded understanding of the concept of CE [18,49]. Chebbi et al [3] integrated stakeholder theory and Kotter's [50] change model, and proposed that focusing on internal marketing Strategy in organizational change is more conducive to enterprise entrepreneurship. Much of the aforementioned literature has concentrated on the internal aspects of CE that happened within the organizational boundaries.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Hornsby, Kuratko, and Zahra [52] and Hornsby, Kuratko, Holt, and Wales [22], believed that the implementation of enterprise entrepreneurship depends on top management these five factors include support, work discretion, reward system, time availability, and organizational boundaries. Some scholars believe that the implementation of corporate entrepreneurship requires specific organizational practices such as decentralization of authority, participation in decision-making, cooperation, avoiding bureaucracy, and encouraging risk-taking and creativity [3,53,54].Concerning such management focus in the process of CE, researchers have investigated the issues of the CEO's transformational leadership [26]; the role of middle managers [55]; the motivation of corporate entrepreneurs [56]. Much has recognized the importance of unleashing the entrepreneurial potential by removing constraints on entrepreneurial behaviours [35].…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example, entrepreneurial behaviour, such as their risk-taking tendency and innovative behaviour, is greatly affected by corporate culture [78]. Chebbi et al [3] also believed that organizational culture plays a fundamental role in entrepreneurial cognition and shaping individual entrepreneurial cognition of value orientation. Individual entrepreneurial cognition can also influence employees' behaviours.…”

Section: Reinforcing Feedback Loop 2 (R2)mentioning

confidence: 99%

“…Today's external environment is characterized by dynamic, turbulent and constantly changing, which brings challenges, opportunities and threats to enterprises [1,2]. In this case, enterprises have no other choice but to continue corporate entrepreneurship (CE), albeit considered challenging and dangerous [3]. Scholars also argue that entrepreneurs can improve their competitive advantages [4,5].…”

Section: Introductionmentioning

confidence: 99%

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Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China

2019

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Although the research of corporate entrepreneurship has continued to advance, few studies investigate corporate entrepreneurial activities within existing organizations in emerging market firms based on a case study approach. Building on a case study of PHNIX, a Chinese manufacturing firm, we draw on the literature on corporate entrepreneurship to develop a framework for understanding the occurrence, development and management of corporate entrepreneurial activities in organizational settings, and present a typology of some of the strategies that can be used in the process of corporate entrepreneurship. The findings considered the elements of entrepreneurial insight, pro-entrepreneurial organizational antecedents, knowledge sharing activities and internal incubation represent the core work in the fission process of corporate entrepreneurship. As such, we conclude with a discussion of theoretical and practical implications for further understanding the essence of corporate entrepreneurship in a complex organizational context. In addition, managers seeking to corporate entrepreneurship could benefit from the findings enabling them to understand and even adopt some of the principles and fission strategies used by PHNIX.

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“…The concept of CE has evolved over time [3,8,29,36,37]. The early research simply regarded CE as a process of organizational renewal [38][39][40].…”

Section: Literature Reviewmentioning

confidence: 99%