Conceptualizing corporate entrepreneurship strategy
Article Type: Abstracts From: Strategic Direction, Volume 26, Issue 7
Ireland R.D., , Covin J.G. and , Kuratko D.F. Entrepreneurship Theory and Practice (USA), January 2009, Vol. 33 No. 1, Start page: 19, No. of pages: 28
Purpose – Develops a model, and associated research propositions, of corporate entrepreneurship (CE) strategy. Design/methodology/approach –Contends that the global business environment demands that companies adopt an entrepreneurial strategy, defines a CE strategy as a vision-directed,organization-wide reliance on entrepreneurial behavior that rejuvenates the organization and shapes its operations, conducts a brief review of previously presented models of corporate entrepreneurialism, points out that these models separate entrepreneurial orientation from strategy, and argues that CE strategy is manifested through an entrepreneurial strategic vision, a pro-entrepreneurship organizational architecture, and entrepreneurial processes and behaviors across the organization. Divides the model into three sections,i.e. CE strategy antecedents, elements and consequences, includes external environment conditions, and the individual entrepreneurial cognitions of senior managers and organizational members as antecedents, incorporates organizational architecture, strategic vision and processes/behaviors as CE elements, and sees competitive capability and strategic re-positioning as consequences. Presents a range of research propositions linking a CE strategy to, inter alia, recognition of entrepreneurial opportunities, intensity of competition, technological and market change, the strength of entrepreneurial cultural norms, reward systems,structural organicity, competitive capability and strategic repositioning. Article type: Conceptual paper ISSN: 1042-2587 Reference: 38AF927
Keywords: Culture (sociology), Corporate strategy,Entrepreneurs, Strategic management
