Manufacturing regeneration through corporate entrepreneurship: middle managers and organizational innovation

Manufacturing regeneration through corporate entrepreneurship: middle managers and organizational innovation

Jones O.International Journal of Operations & Production Management (UK), 2005, Vol. 25 No. 5, Start page: 491, No. of pages: 21

Purpose – To investigate the role played by corporate entrepreneurs in the strategic renewal of mature manufacturing companies. Design/methodology/approach – A case study approach is adopted as a means of identifying links between corporate entrepreneurship and social capital. Data are drawn from a three-year study which incorporates formal and informal interviews with 15 members of a pseudonymous company management team. Findings– Extends understanding of limits between corporate entrepreneurship and social capital in three ways: corporate entrepreneurs (CEs) can exploit “structural holes” for the benefit of the organization rather than for career advancement; newcomers are more effective than insiders in overcoming the relational inertia caused by lack of external links; the bridging actions of CEs are important for linking internal activities as well as for accessing external knowledge. Originality/value – The case is used, in combination with earlier contributions to the literature, as a basis for reconceptualizing the process of corporate entrepreneurship.Style: Case studyISSN:0144-3577Reference: 34AU136DOI: 10.1108/01443570510593166

Keywords: Change management, Entrepreneurs, Experience, Middle managers, Social interaction, Strategic planning