STRATEGIC ENTREPRENEURSHIP AND FIRM

Strategic Management …, 1999

This study examines the relationship between corporate entrepreneurship intensity and five specific strategic management practices in a sample of 169 U.S. manufacturing firms. The five strategic management practices include: scanning intensity, planning flexibility, planning horizon, locus of planning, and control attributes. The results of the study indicated a positive relationship between corporate entrepreneurship intensity and scanning intensity, planning flexibility, locus of planning, and strategic controls. The fine-grained nature of these results may be of practical use to firms that are trying to become more entrepreneurial and may help researchers better understand the subtleties of the interface between strategic management and corporate entrepreneurship.

Corporate Ownership and Control

Large companies create new businesses as an innovative way of solving challenging problems but also see new internal ventures as a way of increased entrepreneurial behaviour and sustained differentiation. However, strategic leadership is crucial to develop an organizational environment needed to increase the entrepreneurial orientation and motivation in established businesses. This paper focus on strategic leadership and selected salient organizational factors that aid in the development of corporate entrepreneurship (CE). A cross sectional telephone survey of 315 South African companies indicated that strategic leadership of an enterprise is crucial to create the right environment and develop and support organizational structures and CE. Strategic leadership which encourages autonomy and provides rewards for entrepreneurial behaviour creates a supportive organizational structure to strengthen corporate entrepreneurship.

2016

The aim of this study was to investigate the impact of strategic entrepreneurship on the performance of industrial companies in Ahvaz. The population of this study will be the number of all Ahvaz's industrial companies. With regard to this matter among all the employees, managers using simple random sampling of 194 that was selected as the sample. In this study, to evaluate the performance of the industrial enterprises of scale derived from strategic entrepreneurship and strategic business model Shyrvkva (2012) was used. Obtained results by using descriptive statistics, mean and standard deviation and inferential statistics, correlation analysis, confirmatory factor analysis was performed by using LISREL software. The results of the study showed that all components of strategic entrepreneurship assumptions on the performance of industrial companies has been influential in Ahvaz (1). Thus, with increasing strategic entrepreneurial component, the performance of Ahwaz's industr...

Strategic Management Journal, 2001

Proceedings - Academy of Management, 2003

Corporate entrepreneurship (CE) strategy is increasingly recognized as a strategic option firms choose to pursue once triggers from the external environment denote the need for change and strategic adaptation . We define CE strategy as a set of commitments and actions framed around entrepreneurial behavior and processes that the firm designs and uses to develop current and future competitive advantages in promising technological or product-market arenas. The choice of using CE strategy as a primary means of strategic adaptation reflects the firm's decision to seek competitive advantage principally through innovation and entrepreneurial behavior on a sustained basis. CE strategy is a fundamental orientation toward the pursuit of opportunity and growth that exists when it is embraced throughout the organization and defines the essence of the firm's functioning. Consistent with Mintzberg's (1987) "strategy as perspective" view of strategy, CE strategy is a shared ideology that has more to do with "commitments to ways of acting and responding" than with the firm's specific position within its external environment. Thus, CE strategy is not to be "found" at one level or place within the organization. Rather, it is reflected across the organization and ingrained as part of its core being, and holds across time.

Procedia - Social and Behavioral Sciences, 2015

Strategic entrepreneurship is based on the integration of entrepreneurship and strategic management. Strategic entrepreneurship is a new approach in management literature. Moreover, today's business world requires an orientation towards strategic entrepreneurship. Strategic entrepreneurship is also a necessity for companies to create maximum wealth. In this study, strategic entrepreneurship that is the intersection of entrepreneurship and strategic management is analyzed.

Available at SSRN 2137050, 2012

Abstract: Strategic entrepreneurship is a newly recognized field that draws, not surprisingly, from the fields of strategic management and entrepreneurship. The field emerged officially with the 2001 special issue of the Strategic Management Journal on “strategic entrepreneurship”; the first dedicated periodical, the Strategic Entrepreneurship Journal, appeared in 2007. Strategic entrepreneurship is built around two core ideas.(1) Strategy formulation and execution involves attributes that are fundamentally entrepreneurial, such ...

International Journal of Entrepreneurial Behavior & Research, 2012

The fulltext of this document has been downloaded 494 times since 2012 Users who downloaded this case study also downloaded: • The strategic entrepreneurship process-new avenues for research • The strategic entrepreneurship process-new avenues for research • The strategic entrepreneurship process-new avenues for research

Entrepreneurship Theory and Practice, 2009