Abstract
The main purpose of this paper is to provide an understanding, within the field of corporate entrepreneurship, of the various factors that enable technology entrepreneurship in established firms and its principal effects on customers and society. The paper reports on a case study regarding technology entrepreneurship in a Spanish company whose activity is pharmaceutical distribution. This company has been able to overcome the consequences of the worldwide crisis and start an innovative process which includes the installation of new information technology (IT) and an investment of 6 million Euros. It is, in this respect, a model to imitate and the objective of this paper is therefore to discover the managers’ entrepreneurial orientation (EO) characteristics which have made this possible, along with the organizational and social effects resulting from the process. We verify that EO is present in this company and that the development of new IT has important effects on customers and the population.
Highlights
Entrepreneurial behavior is one of the key strategies of organizations that are seeking to acquire and sustain a competitive advantage in global markets
corporate entrepreneurship (CE) can be defined as “a multidimensional process with many forces acting in concert that lead to the implementation of an innovative idea” (Hornsby et al, 1993, p. 30)
We have introduced the autonomy items from the latter because, like Hughes and Morgan, we consider the fact that the employees are permitted to act and think without interference and perform jobs that allow them to make and instigate changes to be important for entrepreneurial orientation (EO)
Summary
Entrepreneurial behavior is one of the key strategies of organizations that are seeking to acquire and sustain a competitive advantage in global markets. Researchers have coined various terms to describe this issue at the firm level: intrapreneuring, intrapreneurship, intracorporate entrepreneurship, corporate venturing, internal corporate entrepreneurship, and entrepreneurial strategy (Antoncic and Hisrich, 2004). Many companies state that the entrepreneurial spirit is part of their organizational cultures, it is not common to see organizations that have gained a competitive edge through the use of solid CE strategies (Demirci, 2013). CE can be defined as “a multidimensional process with many forces acting in concert that lead to the implementation of an innovative idea” CE encompasses innovativeness, risk taking, and proactiveness (Zahra and Covin, 1995) and is an important determinant of firm, regional, and national economic
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