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Corporate entrepreneurship: A strategic and structural perspective

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  • Joao Ferreira

Abstract

Recently there has been a growing interest in the use of corporate entrepreneurship as a means for corporations to enhance the innovative abilities of their employees and, at the same time, increase corporate success through the creation of new corporate ventures. However, the creation of corporate activity is difficult since it involves radically changing internal organisational behaviour patterns. Researchers have attempted to understand the factors that stimulate or impede corporate entrepreneurship. They examined the effect of a firm’s strategy, organisation and external environment. It appears that the environment plays a profound role is influencing corporate entrepreneurship whereas there is consensus that the external environment is an important antecedent of corporate entrepreneurship. Focus on the environment, the literature highlights two research questions that deserve examination. First, how do firms that compete in different environments vary in the corporate entrepreneurship activities? Second, which corporate entrepreneurship activities are conductive to superior performance in different environments? This paper develops the theoretical foundation of theses questions and focuses on the relationship between corporate entrepreneurship and strategic management in a integrating model of corporate entrepreneurship, giving special attention to the strategic behaviour, corporate context and organisational types.
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(This abstract was borrowed from another version of this item.)
(This abstract was borrowed from another version of this item.)
(This abstract was borrowed from another version of this item.)
(This abstract was borrowed from another version of this item.)
(This abstract was borrowed from another version of this item.)

Suggested Citation

  • Joao Ferreira, 2001. "Corporate entrepreneurship: A strategic and structural perspective," New England Journal of Entrepreneurship, Emerald Group Publishing Limited, vol. 4(2), pages 59-70, March.
    • Handle: RePEc:eme:nejepp:neje-04-02-2001-b006
    DOI: 10.1108/NEJE-04-02-2001-B006
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    1. Danny Miller & Peter H. Friesen, 1978. "Archetypes of Strategy Formulation," Management Science, INFORMS, vol. 24(9), pages 921-933, May.
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    1. repec:dau:papers:123456789/5648 is not listed on IDEAS
    2. Bobby Boon-Hui Chai & Harry Entebang, 2013. "A Conceptual Model of Corporate Entrepreneurship in Banking Industry," Diversity, Technology, and Innovation for Operational Competitiveness: Proceedings of the 2013 International Conference on Technology Innovation and Industrial Management,, ToKnowPress.
    3. Wojciech Dyduch, 2016. "Value Creation and Capture in Entrepreneurial Organizations (Tworzenie, zatrzymywanie i przechwytywanie wartosci w organizacjach przedsiebiorczych)," Problemy Zarzadzania, University of Warsaw, Faculty of Management, vol. 14(62), pages 11-23.
    4. Amir Forouharfar & Seyed Aligholi Rowshan & Habibollah Salarzehi, 2018. "An epistemological critique of social entrepreneurship definitions," Journal of Global Entrepreneurship Research, Springer;UNESCO Chair in Entrepreneurship, vol. 8(1), pages 1-40, December.
    5. Prescott C. Ensign & Nicholas P. Robinson, 2016. "Offensive and Defensive Corporate Entrepreneurship: Learning to Think Like an Outsider," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 24(02), pages 169-191, June.

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    JEL classification:

    • M0 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General
    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M2 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Economics

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