Innovation and corporate entrepreneurship in service businesses

Calisto, Maria de Lurdes; Sarkar, Soumodip

doi:10.1007/s11628-016-0321-6

Cited by 11 publications

(10 citation statements)

References 65 publications

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“…As stated by Han and Park (2017) as well as Tseng and Tseng (2019), innovation in the form of new company development can occur when a company has properly exercised corporate entrepreneurship. As earlier studies from Bierwerth et al (2015) and Han and Park (2017) showed, companies need to renew even their core business in order to stay relevant in the market or among their customers. By CE, various entrepreneurial activities can be done with less restrain, free from the companies' structural obstacles, to launch innovative new products (Calisto & Sarkar, 2017) and new businesses (Minafam, 2019).…”

Section: Corporate Entrepreneurship (Ce)mentioning

confidence: 99%

“…Although it does not explicitly discuss value creation, studies from Victoria and Dipak (2014), Singh and Salwan (2015), as well as Ziyae and Sadeghi (2020) indicated that CE is done in order to get an optimum benefit for cost or investment spent by the company. Various studies have shown that CE is a company's effort to create value, for example, by founding new companies (Wolcott & Lippitz, 2007;Han & Park, 2017;Minafam, 2019;Tseng &Tseng, 2019), new processes (Cucculelli & Bettinelli, 2015;Ravjee & Mamabolo, 2019), new products (Cucculelli & Bettinelli, 2015;Calisto & Sarkar, 2017), innovative new solutions (Wolcott & Lippitz, 2007;Bierwerth et al, 2015;Chen et al 2015), new technology use cases (Heavey & Simsek, 2013;Chen et al 2015). Those CE outputs will enable companies to enter new business categories or improve subsidiaries' performance within the business group.…”

Section: Corporate Entrepreneurship (Ce)mentioning

confidence: 99%

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Corporate parenting and corporate entrepreneurship in media company

Munir

2021

IJFAM

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Purpose; The study aimed to understand how the multi-business company creates value through a combined effort of Corporate Parenting (CP) and Corporate Entrepreneurship (CE). The parenting-fit matrix was used to describe CP, while CE four model was used to describe CE. Research methodology: This study is qualitative applied research using a case study approach conducted on a multi-business media company. Data was obtained primarily through interviews with senior executives representing the holding company and 18 subsidiaries. Questionnaires were also distributed to executives to develop a parenting-fit matrix and CE model. Results: This study shows that the 18 subsidiaries of the multi-business company fall under four different cells. The CE model applied at the parent company level is the enabler. Limitations: The limitation of this study mainly lies in the measurement method's reliability for corporate parenting and corporate entrepreneurship. Contribution: This study shows that, apart from the parent company, the development of new businesses can also be carried out by the subsidiary companies using the CE producer model.

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Section: Corporate Entrepreneurship (Ce)mentioning

confidence: 99%

Section: Corporate Entrepreneurship (Ce)mentioning

confidence: 99%

Corporate parenting and corporate entrepreneurship in media company

Munir

2021

IJFAM

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“…Although service innovation research has attracted scholars from different disciplines, there is a growing need to refine and promote the service research agenda (Ostrom et al 2015;Wang et al 2015) and incorporate corporate entrepreneurship (Calisto & Sarkar 2017). One of the arguments is that service innovation has been discussed from a conceptual perspective, and has received less empirical research (Wang et al 2015).…”

Section: Service Innovationmentioning

confidence: 99%

“…One of the arguments is that service innovation has been discussed from a conceptual perspective, and has received less empirical research (Wang et al 2015). Moreover, research focused on product and process innovation, consequently ignoring service innovation and its potential to contribute to the existing knowledge (Calisto & Sarkar 2017;Carlborg et al 2014). The reason given for this neglect is that service is perceived to consist of activities with low innovative frequency (Carlborg et al 2014).…”

Section: Service Innovationmentioning

confidence: 99%

“…Reflecting on innovation, research has shown that corporate entrepreneurship can be one of the ways to facilitate both product and service innovation in an organisation (Calisto & Sarkar 2017;Goodale et al 2011). However, studies in the information and communication technology industry, including finance, are yet to address corporate entrepreneurship in 'enhancing the impact of technological innovation on organisational performance' (Yunis et al 2018:334).…”

Section: Introductionmentioning

confidence: 99%

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The impact of corporate entrepreneurship on service innovation: A case of a South African banking institution

Ravjee

Mamabolo

2019

The Southern African Journal of Entrepreneurship and Small Busi

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There is a consensus that these challenges can be addressed through innovation (Kuratko, Hornsby & Covin 2014), and the introduction of corporate entrepreneurship within their organisations Background: Financial services companies pride themselves on delivering quality services to customers. To sustain their revenue streams in tough macroeconomic times and rapid technological growth, they are challenged to continuously innovate their services. Aim:The purpose of this study was to determine the dimensions of corporate entrepreneurship (management support, work discretion, rewards and reinforcement, organisational boundaries and time availability) that predict service innovation in the financial services companies.Setting: Business managers and analysts in a South African bank.Methods: A case study approach was used to gather responses from business managers and analysts in one of the leading South African banks. The quantitative data were collected through an online survey utilising scales for corporate entrepreneurship and service innovation. Factor analysis and multiple linear regression were inferential statistical techniques used to analyse the data. Results:The findings of the study illustrate that some dimensions of corporate entrepreneurship predicted service innovation. Rewards and recognition, management support and time availability significantly (p < 0.05) predicted service innovation. Work discretion and organisational boundaries were not significant predictors of service innovation. This may suggest that financial institutions limit employees' freedom to make decisions, use standardised procedures that may reduce employees' creativity to innovate and discourage employees from making mistakes. Conclusion:The insights gained from this study are useful to companies that are looking for methods to revive or improve commercial services offered to customers and build competitive advantage through corporate entrepreneurship.

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Intrapreneurial behavior and in‐role job performance across organizational ecosystems in tourism and hospitality

Calisto

Sarkar

2022

Journal of Tourism Research

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Despite its potential, corporate entrepreneurship, and its related concept, intrapreneurial behavior (IB), is a relatively recent area of interest for researchers in tourism and hospitality. In addition, the attention given to the contribution of IB to individual-level performance is surprisingly scarce due to extant research focusing largely on firm-level performance. We address those gaps using a sample of 95 tourism and hospitality firms. Results suggest that in-role job performance is high when IB is also high. Theoretically, results highlight the role of internal agency. Practical implications give additional evidence for managers to consider the strategic role of IB.

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Innovation and corporate entrepreneurship in service businesses

Cited by 11 publications

References 65 publications

Corporate parenting and corporate entrepreneurship in media company

Corporate parenting and corporate entrepreneurship in media company

The impact of corporate entrepreneurship on service innovation: A case of a South African banking institution

Intrapreneurial behavior and in‐role job performance across organizational ecosystems in tourism and hospitality

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