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"Hayton, James"
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Corporate entrepreneurship: the innovative challenge for a new global economic reality
Corporate entrepreneurship (CE) as a valid and effective area of research has real and tangible benefits for emerging scholars because their work will significantly impact an emerging strategy. The research on CE has evolved over the last 40 years beginning very slowly and growing in importance through the decades. While the inherent value of entrepreneurial action on the part of established organizations has been established, there remains a greater need for further research about CE in organizational settings. Fortunately, knowledge accumulation on the topic of CE has been occurring at a rapid rate, and many of the elements essential to constructing a theoretically grounded understanding of the domains of CE can now be identified. However, despite the recent expansion in CE research, the theoretical and empirical knowledge about the domain of CE and the entrepreneurial behavior on which it is based are still key issues that warrant a deeper understanding. Ongoing scholarly work has also raised new and important research questions and identified further theoretical avenues requiring exploration. In this article, we review some of the significant research work that has been done in the CE literature and examine the future directions for CE researchers. The increasing value of future research in this domain, including the research highlighted in this special issue, may very well enhance the innovative challenges confronting organizations in this new global economic reality.
Journal Article
Handbook of research on corporate entrepreneurship
Corporate entrepreneurship is about remaking organizations; it affects organizational cultures and systems, which, in turn, influence the magnitude, direction and content of corporate entrepreneurship activities. This handbook hopes to synthesize what we know and clarify what we need to know about key issues such as strategic renewal, innovation and venturing activities within established companies, giving direction to future research.This Handbook combines conceptual and empirical contributions covering a wide gamut of theories and perspectives that include: opportunity discovery vs. creation, the behavioral theory of the firm, learning, human capital, agency, and dynamic capabilities. The chapters uncover who the corporate entrepreneur is, how corporate entrepreneurs vary from their independent counterparts, how corporate entrepreneurship influences organizational performance, and the effect of incremental versus radical strategic renewal undertaken within corporate entrepreneurship on financial performance. They also investigate what an organization learns from corporate entrepreneurship, as well as the types of innovation that companies gain through corporate venturing capital investments. The diversity of authors, perspectives and focus of the chapters highlight the growing depth and breadth of the worldwide research on corporate entrepreneurship and the growing maturity of this research. This book will appeal to scholars and students of entrepreneurship and/or strategic management, as well as managers of established firms.
Book
With a little help from my colleagues: A social embeddedness approach to perceived organizational support
We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n=72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top-down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace.
Journal Article
Global entrepreneurship : case studies of entrepreneurial firms operating around the world
\"Entrepreneurs around the world are encouraged and held up as the new deliverers of economic growth in turbulent times. Entrepreneurship is taught globally, but often without much reference to the truly global array of cases and examples that can provide helpful insights for international students in particular.This collection brings together expert entrepreneurship scholars to provide a collection of global case studies around entrepreneurial firms worldwide. This unique educational resource covers a broad range of topics of relevance to understanding entrepreneurship including corporate, social and indigenous entrepreneurship.This book provides entrepreneurship educators with reliable cases suitable for classroom discussion, analysis or even for assessment purposes. Instructors teaching this subject will be able to use the book as a stand alone reference or as an ideal supplement for many introductory texts in entrepreneurship\"-- Provided by publisher.
Book
Factor Retention Decisions in Exploratory Factor Analysis: a Tutorial on Parallel Analysis
The decision of how many factors to retain is a critical component of exploratory factor analysis. Evidence is presented that parallel analysis is one of the most accurate factor retention methods while also being one of the most underutilized in management and organizational research. Therefore, a step-by-step guide to performing parallel analysis is described, and an example is provided using data from the Minnesota Satisfaction Questionnaire. Recommendations for making factor retention decisions are discussed.
Journal Article
STRATEGIC HUMAN CAPITAL MANAGEMENT IN SMEs: AN EMPIRICAL STUDY OF ENTREPRENEURIAL PERFORMANCE
How can human resource management (HRM) practices promote entrepreneurial performance in small and medium-sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledge sharing, and organizational learning are found to be positively associated with entrepreneurial performance. Two contingencies are also identified for this relationship. First, the use of strategic HCM practices enhances the observed positive association. Second, these relationships are strongest for SMEs operating in high-technology industries. [PUBLICATION ABSTRACT]
Journal Article
Organizing Entrepreneurship
Entrepreneurship has regained centre stage in the contemporary knowledge-intensive and innovation-driven economy, as well as in research. Integrating classic and recent insights into the organization, economics and management of entrepreneurial activities, Organizing Entrepreneurship aims to blend rigor with relevance, and connects theory with practical problems around key questions, such as:
Is there any method in having 'good ideas' and discovering opportunities?
Through which mechanisms can human, social, technical and financial resources be attracted and dedicated to new projects?
Which alternative governance and organizational structures are to be considered for the constitution and organization of a new firm?
To grow or not to grow? (Or how to grow without up-sizing)?
How do you organize grown-up firms in an entrepreneurial mode?
How can environments and external institutions help?
Original case studies are discussed and integrated throughout the text, which reflect a wide range of sectors (from agri-business to high tech) and countries (including emerging economies). Providing a unique resource for students and instructors of entrepreneurship and organization, this book also offers new insights to entrepreneurs and investors in the organization of new firms, as well as to managers striving to infuse entrepreneurial behaviors into their already established firms.
eBook
Part II: The Contribution of HRM to Corporate: Entrepreneurship: a review and agenda for future research
There has been an increased emphasis on innovation and entrepreneurial behavior within existing organizations involves a significant role for firms' human resources and human resource management practices. The important question to be answered is on which human resource policies, practices, and systems are likely to help initiate and sustain corporate entrepreneurship. The goal of this paper is to begin to answer this question by proposing a model of how critical elements of corporate entrepreneurship (CE) and human resources (HR) fit together, discussing the important HR management elements necessary for initiating and sustaining corporate entrepreneurship behavior and by setting an agenda for important future research topics. The authors are confident that the field's growing understanding of these phenomena can contribute to enhanced organizational capacity for entrepreneurial performance.
Journal Article
Why do firms join consortial research centers? An empirical examination of firm, industry and environmental antecedents
The purpose of this study was to test 10 hypotheses for why firms join research centers that are consortial in nature. We describe research centers with a formal arrangement for accommodating external membership as being consortial research centers (CRC). Although traditional analysis of why firms form collaborative research arrangements have tended to focus upon firm level variables, this study takes a broader view on antecedent factors. We derive hypotheses from resource dependence theory, market forces theory, and strategic behavior model explanations for such firm behavior. Panel data from 503 firms, in 104 industries from 1978 through 1996 were used to test the hypotheses. The decision to join a CRC was modeled using multivariate binomial probit analysis. Results showed that industry competitiveness, technological opportunities and the production of complementary innovations are all positively related to propensity to join a CRC. Slack resources are related to joining propensity in a non-linear fashion.
Journal Article