Abstract
ABSTRACT This article adopts a qualitative comparative causal mapping approach to extend knowledge of the interrelated barriers to public entrepreneurship and the outcomes of such entrepreneurship. The results highlight marked differences between the sales segment and the distribution grid segment of German public enterprises that should prompt a refined perspective on public entrepreneurship. Notably, besides intra-organizational barriers and those interfering from the external environment, results also show that a public enterprise’s supervisory board can hinder its progress. This study thus contributes to recent discussion on governance and entrepreneurship by revealing a feature that could distinguish public from private enterprises.
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