Abstract
Recent years have seen considerable work at the interface between business, management, entrepreneurship and strategy and as a result, new research domains have appeared including corporate entrepreneurship and entrepreneurial strategy. The purpose of this article is to understand the effect that corporate entrepreneurship strategy has on firms to revitalize, reconfigure resources and transform into firms that are ready to compete in the global economy. Empirical tests are conducted to determine to what extent elements of pro-entrepreneurship architecture are able to predict development capability, strategic repositioning, and growth based outcomes. A first-phase survey is conducted to verify the presence and strength of entrepreneurial orientation while the second phase of the study identifies elements of organizational architecture able to predict firm outcomes. The main contribution of this article is that firms resourcing and rewarding policies, as well as cultural and structural orientations, derived from a corporate entrepreneurship strategy, play a significant role in realizing desired outcomes. The study has important implications for emerging economies where growth is often the primary goal of organizations, and where corporate entrepreneurship can be critical for firm profitability and survival.
Highlights
The present business environment is filled with many contradictions where the dominant logic (Bettis, Prahalad 1995) of a firm previously considered optimal, may well be inappropriate
Based on the overall scores obtained on the entrepreneurial orientation (EO) scale, where higher scores are indicative of a greater EO, while lower scores are indicative of a more conservative orientation, 41 percent of the sampled firms were judged to have a higher level of EO, i.e., the average of the individual item scores was used as the scale score where this was greater than the midpoint
To further verify the presence of an EO in this sample of small and medium enterprises (SMEs), these firms were compared with sampling lists of firms with high rankings on industry reputational surveys regarding innovation and entrepreneurship-related matters over an extended period of time
Summary
The present business environment is filled with many contradictions where the dominant logic (Bettis, Prahalad 1995) of a firm previously considered optimal, may well be inappropriate. New research domains have appeared including corporate entrepreneurship (Sharma, Chrisman 1999), corporate venturing (Burgelman 1983), and entrepreneurial strategy (Eisenhardt et al 2000). All of these domains address entrepreneurial behaviors that are strategic, yet their definitional differences are subject to debate, and the relationships among them remain unspecified (Schindehutte, Morris 2009). Despite these definitional controversies what emerges is that the integration of entrepreneurship with strategy relies on the critical aspects of entrepreneurial strategy and a strategy for entrepreneurship (Kuratko, Audretsch 2009; Morris et al 2008)
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