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Hidden Entrepreneurship In The Organization Of Japanese Firms: The Dynamics Of Founder Entrepreneurship

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  • Mitsuko Hirata

Abstract

This study looked at how the people in an organization with founder entrepreneurship at its roots exercise the entrepreneurial spirit they have acquired, sought to make a normative clarification on the use of the founder entrepreneurship mechanism, and offered some recommendations. The results were as follows. (i) The presence of a hidden entrepreneurship within organizations, separate from entrepreneurism or intrapreneurism revolving around individual people, was identified. (ii) There was a suggestion that whether or not the organization uses this hidden entrepreneurship as a firm resource can affect its continuous growth. (iii) It was revealed that vertical learning on a temporal axis is vital to turn hidden entrepreneurship into a firm resource. (iv) Indicators for measuring patterns in the use of hidden entrepreneurship were deduced.

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  • Mitsuko Hirata, 2009. "Hidden Entrepreneurship In The Organization Of Japanese Firms: The Dynamics Of Founder Entrepreneurship," Pacific Economic Review, Wiley Blackwell, vol. 14(5), pages 717-729, December.
    • Handle: RePEc:bla:pacecr:v:14:y:2009:i:5:p:717-729
    DOI: 10.1111/j.1468-0106.2009.00482.x
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