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Corporate Entrepreneurship and the Pursuit of Competitive Advantage
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This paper presents a theoretical exploration of the construct of corporate entrepreneur-ship. Of the various dimensions of firm-level entrepreneurial orientation identified in the literature, it is argued that innovation, broadly defined, is the single common theme underlying all forms of corporate entrepreneurship. However, the presence of innovation per se is insufficient to label a firm entrepreneurial. Rather, it is suggested that this label be reserved for firms that use innovation as a mechanism to redefine or rejuvenate themselves, their positions within markets and industries, or the competitive arenas in which they compete. A typology is presented of the forms in which corporate entrepreneurship is often manifested , and the robustness of this typology is assessed using criteria that have been proposed for evaluating classificational schemata. Theoretical linkages are then drawn demonstrating how each of the generic forms of corporate entrepreneurship may be a path to competitive advantage. V-'orporate entrepreneurship has long been recognized as a potentially viable means for promoting and sustaining corporate competitiveness.
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... Girişimci örgütler; risk unsurunu göze alarak yenilikler yapan (örgütsel, ürün/ hizmet ve süreç temelli yenilikler) ve bu yenilikleri hâlihazırdaki ve muhtemel rakiplerinden daha önce pazara sunabilen ve çevredeki fırsatların değerlendirilmesi kapsamında da söz konusu rakipleriyle mücadeleye girebilen örgütlerdir (Lumpkin ve Dess, 2001). Bir başka şekilde kurumsal girişimcilik yerleşik bir işletmenin yeni bir işe girmesi, kurumsal bağlamda yeni ürün geliştirmeye yoğunlaşan bireyler veya girişimcilik felsefesinin bir sonucu olarak organizasyonel bakış açısı ve operasyonlardaki değişim olarak ifade edilebilir (Covin ve Miles, 1999). Çünkü, kurumsal girişimcilik, yerleşik organizasyonlarda süregelen değişimi ve yeniliği kolaylaştırmak için bir çerçeveyi temsil etmektedir (Morris vd., 2011). ...
... Yenilik, bir işletmenin yeni ürün ve hizmetler yaratması veya mevcutları geliştirmesi olarak söylene bilinmektedir (İçerli vd., 2011). Yenilik kurumsal girişimciliğin özünü oluşturan en önemli bir olgu olup, hatta olmazsa olmaz öğesidir (Covin ve Miles, 1999, Altuntaş ve Dönmez, 2010. Thornberry'e (2001) göre kurumsal girişimcilik olmadan bir kurumun mevcut yenilik yapma kapasitesinden en iyi şekilde yararlanılamayacağı gibi, bu kapasitenin geliştirilmesi de mümkün değildir. ...
Bireyler ve örgütler hayat serüvenleri içerisinde her zaman farklı olmak, yeni eylemler içerisinde bulunmak ve gelişmek arzusunu hissederler. İnsanın dünya üzerinde ki serüvenine baktığımız zaman her adımda yeni bir faaliyet içerisinde bulunduğu avcılık-toplayıcılık noktasından yaptığı girişimler, aldığı riskler, öngördüğü değişimler ve ortaya çıkardığı yenilikler sonucunda çeşitli düzeylerde örgütleri meydana getirdiği görülmektedir. Bu noktaya gelinmesindeki en büyük katkı ise her zaman daha iyisini isteyen bireylerin ve kurumların bitmeyen girişimcilik istekleridir. Günümüz iş dünyasında farklı amaçları benimseyen birçok girişimcilik türü bulunmaktadır. Dinamik, değişken ve kaotik pazar ve çevre koşullarında sürdürülebilir rekabet avantajı elde edebilmek ve hayatta kalabilmek doğrultusunda işletmeler bir takım stratejik kararlar alma ve bu kararları uygulama yükümlülüğü hissetmektedirler. Özellikle 2000’li yılların başlangıcından günümüze bireyler ve kurumlar finansal krizler, doğal afetler, savaşlar vb. birçok istenmeyen durumla karşı karşıya kalmışlardır. Zorlu ekonomik ve kaotik durumlara yönelik geliştirilecek yeni yaklaşımlara ihtiyaç vardır. Kurumsal girişimcilik, işletmeleri mevcut rekabet koşullarının hissettirdiği baskılar altında karar verme ve nihai duruma ulaştırmada, yenilik ortaya koymada ve bunun sonucunda kendilerini diğer işletmelere göre farklılaştırmada önemli bir unsurdur. Kurumsal girişimcilik olgusu çalışmanın bu bölümünde kapsamlı bir şekilde ele alınarak açıklanacaktır
... The creation of new ventures typically takes the form of innovative products or services or the establishment of new semi-autonomous organizational units, both internally and externally, as highlighted in the research conducted by V. K. Narayanan with colleagues, while strategic renewal refers to the revitalization of a firm's operations by changing the scope of its business or market moves (Narayanan et al., 2009;Zahra, 1993;1996). Besides, strategic renewal, together with corporate venturing and innovation, is considered one of the important components of corporate entrepreneurship (Covin, Miles, 1999;Guth, Ginsberg, 1990;Sharma, Chrisman, 1999;Zahra, 1996). Even though researchers occasionally utilize corporate entrepreneurship and intrapreneurship interchangeably due to the terminological confusion in intrapreneurship research (Blanka, 2019), recently researchers have tended to perceive corporate entrepreneurship as "top-down" behavior and intrapreneurship as "bottom-up" behavior (Åmo, Kolvereid, 2005;Rigtering, Weitzel, 2013;Sinha, Srivastava, 2013). ...
Purpose. This research endeavors to examine how entrepreneurial mindset functions on employees' intrapreneurial behavior. Besides, we also examined the role of situational cues such as psychological safety and work engagement in stimulating entrepreneurial mindset in the organizational context. Methodology. The study adopted the College Entrepreneurial Mindset Scale, which operationalizes the entrepreneurial mindset comprising five dimensions: innovativeness, need for achievement, risk-taking, autonomy, and proactiveness. Incorporating work engagement and entrepreneurial mindset as mediating variables, a hypothetical model was established to link these variables to employees' intrapreneurial behavior. A web-based questionnaire, authorized by departmental administrators working in SMEs in China, was disseminated to employees' individual work accounts, wherein they completed and submitted the questionnaire for the purpose of our research inquiry. A total of 278 responses were gathered, 261 valid responses remained for subsequent analysis. The collected data were analyzed using both SPSS and Mplus, the hypotheses were tested, and the model was verified through structural equation modeling analysis. Findings. The results of this study indicate that entrepreneurial mindset plays a significant role in fostering employees' intrapreneurial behavior, which is widely considered to be a critical driver of organizational performance and productivity. Besides, this research found that autonomy as an essential facet of the entrepreneurial mindset does not contribute to intrapreneurs' mindset. Furthermore, the study has pinpointed psychological safety and work engagement as the critical cues that evoke employees' entrepreneurial mindset. Value of results. This research has valuable implications as it highlights the important role that entrepreneurial mindset plays in promoting employees' intrapreneurial behavior. More importantly, our results also implicate the necessity of developing the concept of an "intrapreneurial mindset" within the realm of intrapreneurship research. We also identify situational cues for entrepreneurial mindset in the organizational context, adding a new perspective to the existing literature and managerial practices.
... i. Innovativeness is the capability of an organization to actively seek, support, and execute new ideas and creative processes by deviating from standard technologies and procedures [31]. ...
The intersection of entrepreneurship and supply chain risk management remains an underexplored research area. Therefore, this article examines and empirically validates the relationships between corporate entrepreneurship, supply chain robustness, and supply chain agility as well as the financial and commercial dimensions of business performance. Based on an examination of the extant literature, a research framework proposing positive relationships among these components is introduced. To validate the hypotheses, the authors employ partial least squares structural equation modeling and analyze survey data obtained from 168 global firms. Except for the connections between (1) supply chain robustness and commercial performance and (2) supply chain agility and financial performance, significant positive path coefficients are observed for all hypothesized relationships. According to the findings, corporate entrepreneurship promotes both supply chain robustness and supply chain agility to mitigate supply chain disturbances. In addition, corporate entrepreneurship, supply chain robustness, and supply chain agility enhance different dimensions of business performance. Thereby, we advance the understanding of supply chain risk management by bridging the gap between these research streams.
... EO contributes to strategic renewal by fostering an entrepreneurial mindset that encourages continuous re-evaluation and adaptation of business strategies [81]. This ongoing strategic renewal is essential for firms operating in rapidly changing environments [82]. ...
Small and medium-sized enterprises (SMEs) can gain a competitive advantage by implementing business model innovation (BMI), which is characterized as irreversible changes to a company’s business model. However, BMI is often associated with high risk, uncertainty, and ambiguity. In this study, the effectiveness of BMI on improving SME performance is examined using structural equation modeling (SEM) based on data collected from 330 Chinese SMEs. The purpose of this paper is to examine how enterprise risk management (ERM), organizational agility (OA), and entrepreneurial orientation (EO) affect SME performance. The results reveal that ERM, OA, and EO all have a positive impact on efficiency-centered BMI and SME performance; efficiency-centered BMI mediates this pathway. Building on dynamic capabilities theory, this paper combines ERM, OA, and EO into one framework to assess their impact on SME performance. Additionally, a case study is presented to provide suggestions for making decisions about BMI implementation.
... O empreendedorismo manifesta grande impacto na performance empresarial e é uma das mais significativas fontes de vantagem competitiva (Covin & Slevin, 1991). Por meio dos processos de orientação empreendedora, rejuvenescimento de objetivos, identificação de oportunidades, renovação e redefinição da própria organização, de seu mercado, ou de sua indústria, nascem novas ideias de produtos bem-sucedidos (Covin & Miles, 1999). ...
___________________________________________________________________________ Resumo Este ensaio teórico explorou a possibilidade de relação teórica entre aspectos empreendedores e organizacionais, servindo estes como gatilhos para o desempenho individual no trabalho. Mais especificamente, foram exploradas as relações entre os construtos liderança empreendedora, orientação empreendedora, aprendizagem organizacional, ambiente de trabalho e desempenho individual no trabalho. Como resultados, foram elaboradas algumas proposições, as quais culminaram com a apresentação de um framework, ressaltando as relações existentes, com intuito de incentivar a aplicabilidade empírica através da utilização de técnicas de análise multivariada de dados, propiciando, assim, um aperfeiçoamento nas pesquisas que lidam com os construtos abordados. Palavras-chave: Desempenho no trabalho; Liderança empreendedora; Orientação empreendedora; Aprendizagem organizacional; Ambiente de trabalho.
... O empreendedorismo manifesta grande impacto na performance empresarial e é uma das mais significativas fontes de vantagem competitiva (Covin & Slevin, 1991). Por meio dos processos de orientação empreendedora, rejuvenescimento de objetivos, identificação de oportunidades, renovação e redefinição da própria organização, de seu mercado, ou de sua indústria, nascem novas ideias de produtos bem-sucedidos (Covin & Miles, 1999). ...
This theoretical essay explored the possibility of a theoretical relationship between
entrepreneurial and organizational aspects, serving these as triggers for individual performance
at work. More specifically, the relationships between the constructs of entrepreneurial
leadership, entrepreneurial orientation, organizational learning, work environment and
individual work performance were explored. As a result, some propositions were elaborated,
which culminated in the presentation of a framework, highlighting the existing relationships, in
order to encourage empirical applicability through the use of multivariate data analysis
techniques, thus providing an improvement in research that deal with the constructs addressed.
Keywords: Work performance; Entrepreneurial leadership; Entrepreneurial orientation;
Human resource reporting (HRR) and financial performance (FP) are two crucial issues in the business arena. In recent times, the nexus between these two becomes the most talked about issues to the researchers, academics and business practitioners. As such, the study plans to investigate the extent of HRR by the state-owned banks as well as the linkage between HRR and FP. The outcomes of the study reveal that the trend of reporting human resource information into the annual reports is static over the study periods but differs from banks to banks. It is seen that Sonali bank PLC (SBL) scores top in HR information reporting whereas basic bank remains in the least. The regression results exhibit that the HR disclosure does not significantly influence
return on assets, return on equity and earnings per share of selected banks in Bangladesh. Furthermore, the coefficient of firm size measured by the total number of employees is positive with firm performance but not statistically significant. Besides, the firm age is positively and significantly influencing the bank performance of state-owned commercial banks in Bangladesh. This paper is prepared based on secondary sources of data covering a period from 2017 to 2021, a five-years period. This research would be value additive to the literature because existing literature is scanty, particularly in the emerging economy context like Bangladesh.
Key words: Human Resource Reporting, Financial Performance, State-owned Banks, Firm Size, Bangladesh.
مسئلۀ اصلی این پژوهش، پیگیری موضوع توانمندسازی در سازمانهای مردمنهاد در شهر تهران است. هدف پژوهش آن است که چهار بُعد اقتصادی، روانشناختی، اجتماعی و سیاسیِ توانمندسازی در میان سازمانهای مردمنهاد شناسایی و دستهبندی شود. بهعنوان فن جمعآوری دادهها، در این پژوهش از مصاحبۀ عمیق نیمهساختاریافته استفاده شده و با مسئولانِ ۱۳ سازمان مردمنهاد شهر تهران که در حوزۀ توانمندسازی فعالیت کردهاند، ۱۸ مصاحبۀ عمیق صورت گرفته است. همچنین، برای تحلیل دادهها از تحلیل مضمون سود بُرده شده است. یافتههای این پژوهش نشاندهندۀ آن است که فعالیتی که به نام توانمندسازی در این سازمانها به انجام میرسد، معمولاً اقتصادی و محدود به مهارتآموزیهای سطح پایین و ارائۀ نیروی کار ارزان به بازار است. توانمندسازی در سطوح دیگر، یعنی توانمندسازی اجتماعی و سیاسی به معنای مطالبهگری و کنشگری چندان مورد توجه این سازمانها قرار نگرفته است. بیشترِ سازمانهای موردبررسی حتی در صورت مطالبهگری، مطالبات محدودی در سطح رفع نیازهای خود داشتهاند. با گسترش رویکردهای فردمحور و گسترش پروژههای خودیاری و البته برخی مانعآفرینیها، این سازمانها کموبیش دست از فعالیتهای ساختاری کشیده و تلاش دارند به نیازهای آنی مددجویان و همچنین آموزش مهارت به آنها جهت ورود ناقص به بازار بپردازند و کنش، انتقاد و مطالبهگری را در ارتباط با نهادهای بالادستی و سیاستگذاری و قانونگذاری به انجام نرسانند.
The main problem of this research is to pursue the issue of empowerment in non-governmental organizations in Tehran. The purpose of the research is to identify and categorize the four dimensions of empowerment, i.e. economic , psychological, social, and political among NGOs. In this research, in-depth semi-structured interview was used as a data collection technique, and 18 in-depth interviews were conducted with the officials of 13 non-governmental organizations in Tehran, who were active in the field of empowerment. Also, thematic analysis has been used to analyze the data. The findings of this research show that the activity that is carried out in the name of empowerment in these organizations is usually economic and limited to low-level skills training and providing cheap labor to the market, and social and political empowerment, in the sense of demanding and acting, is of little concern to these organizations. Organizations have not been placed. Most of the investigated organizations, even in the case of making demands, had limited demands at the level of meeting their needs. With the expansion of individual-oriented approaches and the expansion of self-help projects and of course some obstacles, these organizations have more or less given up on structured activities and are trying to address the immediate needs of clients and also train them in skills to enter the market incompletely and not to act, criticize, and make demands in relation to upper institutions and policymaking and legislation.
Purpose
The ability to create and sustain competitive advantages depends on cultivating employee’s capabilities. Entrepreneurial orientation (EO) can foster an organisation-wide culture of exploring new opportunities and creating new learnings. Sustainable competitive advantages should be based on long-term behavioural changes rather than ad hoc adjustments made for short-term gains, enabling employees to become a source of unique and inimitable advantages. This study aims to explore how each external environment impacts the dimensions of EO. The study also introduces environmental jolts as a dimension of the external environment.
Design/methodology/approach
The authors considered a sample of 39 organisations in IT companies from India to study the external environment’s effect on their EO. Using covariance-based structural equation modelling, the authors measured the impact of external environment variables on EO. A total of 250 responses were found suitable for analysis.
Findings
Certain crucial factors were identified through an extensive analysis of the relationships between individual factors of the external environment and EO. Technological opportunities showed a strong positive association with all factors of EO, whereas dynamism of the environment had a positive relationship with innovativeness and proactiveness. Environmental jolts showed a negative impact on innovativeness and risk-taking propensity.
Research limitations/implications
EO has been developed and researched extensively in the Western context as a unidimensional construct. In the present study, the relationship between the external environment factors and each dimension of EO has been analysed individually, thus following a multidimensional approach. Moreover, environment jolts as a factor of the external environment have been introduced, and their effect on the dimension of EO has been studied. Finally, the implications of encouraging entrepreneurial behaviours to develop sustainable competitive advantages have been discussed.
Originality/value
The research explores the multidimensionality of the EO construct and also introduces environmental jolts as a dimension of the external environment.
The study of firm-level entrepreneurship Is fast becoming a central Issue In the literature. Research on the topicshows Increased vitality and rigor. Recently, Covin and Slevin (1991) have suggested an Integrative model that explains the association between a company's entrepreneurial posture and Its external environment, strategy, Internal factors, and organizational performance. This article highlights several areas wherethe Covin-Slevin model should be revised and extended to better capture the nature of entrepreneurial behavior as well as Its antecedents and consequences.
Several studies have shown that pioneers have long-lived market share advantages and are likely to be market leaders in their product categories. However, that research has potential limitations: the reliance on a few established databases, the exclusion of nonsurvivors, and the use of single-informant self-reports for data collection. The authors of this study use an alternate method, historical analysis, to avoid these limitations. Approximately 500 brands in 50 product categories are analyzed. The results show that almost half of market pioneers fail and their mean market share is much lower than that found in other studies. Also, early market leaders have much greater long-term success and enter an average of 13 years after pioneers.
The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.
