2009
DOI: 10.1016/j.bushor.2009.04.007
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Properties of balance: A pendulum effect in corporate entrepreneurship

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Cited by 19 publications
(19 citation statements)
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“…In recent years, CE has been the focus of considerable research activity (Covin, Kuratko 2008;Ireland et al 2009;Phan et al 2009), and with the scope of CE widening, organizations lacking prior entrepreneurial recognition are adopting CE in order to survive and succeed in increasingly competitive and financially constrained environments (Kuratko, Audretsch 2009;Neill, York 2011). Top-level managers are responsible for putting into place pro-entrepreneurship organizational architecture, that is where the workplace exhibits structural, cultural, resource, and system attributes that encourage entrepreneurial behaviour, both individually and collectively (Morris et al 2009).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
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“…In recent years, CE has been the focus of considerable research activity (Covin, Kuratko 2008;Ireland et al 2009;Phan et al 2009), and with the scope of CE widening, organizations lacking prior entrepreneurial recognition are adopting CE in order to survive and succeed in increasingly competitive and financially constrained environments (Kuratko, Audretsch 2009;Neill, York 2011). Top-level managers are responsible for putting into place pro-entrepreneurship organizational architecture, that is where the workplace exhibits structural, cultural, resource, and system attributes that encourage entrepreneurial behaviour, both individually and collectively (Morris et al 2009).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…Drawing on innovative opportunity and opportunity-based conceptualizations of entrepreneurship, which emphasize the heterogeneity in identification and exploitation of opportunities, the key research question of this article is to determine if perceptions of a supportive corporate environment lead to increased opportunity recognition and motivation. While entrepreneurial behaviour on the part of individuals is neither controllable nor predictable, it can be fostered and facilitated (Morris et al 2009). The more employees perceive they are receiving support from the organisation, the more they might be expected to feel a sense of obligation and be inclined to reciprocate in both attitudinal and behavioural ways (Dimov 2007).…”
Section: Introductionmentioning
confidence: 99%
“…The satisfaction and commitment of organizational members were among the non-financial factors suggested by Lumpkin and Dess (2005). Researchers such as Morris et al (2009) asserted that outcomes and consequences of intrapreneurship can take a variety of forms, from the creation of entirely new ventures by the organizations, to innovative changes in the strategy, business model, product portfolio, market boundaries, or operations of the organizations. These researchers emphasized that we can put these outcomes and consequences in six types of intrapreneurship outcomes, including new corporate strategies, new ventures, new product/services, new internal processes, new business models and new markets.…”
Section: Outcomes Of Modelmentioning
confidence: 99%
“…Totally consequence of intrapreneurship can be measured in terms of economic profit (Schumpeter, 1934(Schumpeter, , 1975Zahra, 1995), product innovation (Morris et al, 2009;Jennings and Young, 1990), new venture growth (Morris et al, 2009;Baum and Wally, 2003), concern for public welfare and social legitimacy (Pfeffer, 1994), personal satisfaction (Miner, 1997;Lumpkin and Dess 2005), commitment of organizational members Mullins et al, 2001)), new products, services, processes or business development Morris et al, 2009;Hayton, 2005), organization's performance (Zahra, 1991(Zahra, , 1995Heinonen, 1999, Antoncic andHisrich, 2001), new business model and new market (Morris et al, 2009;Adonisi, 2003) For the purpose of this research, consequences and outcomes of the model are described in terms of satisfaction, new product/services, new corporate strategies, new internal processes, new markets and performance.…”
Section: Outcomes Of Modelmentioning
confidence: 99%
“…Considering that an organization will blend its new entrepreneurial thinking into a particular strategy, that strategy's ability to offer guidance and direction may change at different times. To acquire needed innovative behaviors, it is necessary to balance well the guidance provided by the organization with the autonomy of the organization's members [127].…”
Section: Entrepreneurial Renewalmentioning
confidence: 99%