The Visible Hand of corporate entrepreneurship in state-owned enterprises: a longitudinal study of the Spanish National Postal Operator

Abstract

This study explores how the corporate entrepreneurship (CE) of state-owned enterprises (SOEs) evolves under varying conditions of state ownership and control, laws and norms, and competence in the market. For this purpose, we present a longitudinal case study focused on the Spanish postal operator Correos using qualitative archival data and interviews. Our results indicate that the willingness and capacity of an SOE to act entrepreneurially depends critically on its degree of autonomy from the state and on the extent to which its legal and market environments increase its dynamism, complexity, and hostility. We also show that the development of CE in an SOE may lead to improved service quality, operational efficiency, and business specialization; facilitate its market positioning; and foster its sustainability through the exploration and exploitation of strategic alliances that can increase its business scope.

Corporate entrepreneurship in public sector: A systematic literature review and research agenda

“…owned enterprises can improve the quality and efficiency of business operations, strengthening market recognition and improving sustainability by means of the exploration and utilisation of coalitions (Gil-L opez et al, 2020). The positive implications of collaboration when it comes to resolving public sector difficulties and challenges has been formally assessed through studies based on experimental design.…”

Training, corporate culture and organizational work models for the development of corporate entrepreneurship in SMEs

“…To remain in the market, SMEs need an entrepreneurial orientation that enables them to respond to competitive challenges. Corporate entrepreneurship activities are geared toward organizational and strategic renewal, sustained regeneration and redefining the organization and its markets (Gil-L opez et al, 2020;Hoskisson et al, 2011;Kuratko et al, 2015;Kraus et al, 2019;S anchez-Gutierrez et al, 2019). Thus, intrapreneurship is conceived as a process of renewal and strategic development because it allows organizations to develop new ideas and create new products, services and activities, as well as the development of new competitive options and independent businesses, by taking risks, seizing opportunities and acting before their rivals (Coccia, 2017;Elia and Margherita, 2018).…”

“…Entrepreneurship is essentially relevant in boosting innovation and productivity, revitalizing the organization and, finally, creating a competitive advantage (Urbaniec and _ Zur, 2021). As a result, intrapreneurship, organizational culture and innovation emerge as key drivers for the survival and success of companies (Gil-L opez et al, 2020;Hilmersson and Hilmersson, 2021).…”

Exploring success factors of marketing in private healthcare organizations: evidence from Lebanon

“…More specifically, classifying customers into different segments (i.e. trailblazers, prospectors, homesteaders and bystanders) facilitates better matching of the offered products and services with the needs of current and potential customers (Gil-L opez et al, 2020). In this vein, the managers in CMC are conscious that, although not all services offered are equally profitable, providing a full range of services is a must for two main reasons.…”