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"Hornsby, Jeffrey S"
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Reconceptualizing entrepreneurial orientation
Entrepreneurial orientation (EO)—a firm's strategic posture towards entrepreneurship—has become the predominant construct of interest in strategic entrepreneurship research. Despite the ever-increasing volume of nomological research on EO, there remain ongoing conversations regarding its ontology. Drawing from measurement theory, we outline an EO reconceptualization addressing the likely prevalence of Type II nomological error in the EO literature stemming from measurement model misspecification. Focusing on the question of whether EO is an attitudinal construct, a behavioral construct, or both, we propose a formative construction of EO viewing the exhibition of entrepreneurial behaviors and of managerial attitude towards risk as jointly necessary dimensions that collectively form the higher-order EO construct. We present an empirical illustration of our reconceptualization followed by a discussion of future research opportunities.
Journal Article
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
The paradox of new venture legitimation within an entrepreneurial ecosystem
The current rise in research on entrepreneurial ecosystems notes that many questions are still unanswered. We, therefore, theorize about a unique paradox for entrepreneurs trying to establish legitimacy for their new ventures within and beyond an entrepreneurial ecosystem; that is, when pursuing opportunities with high levels of technological or market newness, entrepreneurs confront a significant challenge in legitimizing their venture within an entrepreneurial ecosystem, while those entrepreneurs pursuing ventures using existing technologies or pursuing existing markets have a much easier path to garnering legitimacy within that ecosystem. However, the diffusion of that legitimacy beyond the ecosystem will be wider and more far-reaching for those pursuing the newer elements compared to those using existing technologies or pursuing existing markets, thus, creating a paradox of venture legitimation. Prior research outlines approaches for new venture legitimacy but it is unclear when these approaches should be applied within and beyond an entrepreneurial ecosystem. To address this paradox, we integrate ideas from the entrepreneurship and innovation literature with insights from the legitimacy literature to describe how different types of venture newness employ different legitimation strategies which results in different levels of legitimacy diffusion beyond an ecosystem. We conclude with a discussion of our concepts and offer suggestions for future research efforts.
Journal Article
Corporate entrepreneurship strategy
Corporate entrepreneurship strategy (CES) represents a firm’s coordinated efforts towards entrepreneurship and is an over-arching strategic approach that may be suitable for diverse types of organizations and industries. Yet, it remains on the knowledge frontier because the actual implementation of this strategy remains a challenge for many organizations. CES is built upon three internal elements: an entrepreneurial strategic vision, a pro-entrepreneurship organizational architecture, and entrepreneurial processes and behaviors. We integrate CES with the precepts of configuration theory to extend our knowledge boundaries in order to suggest a proper alignment of these elements for successful CES implementation. By examining the relationship between external CES fit (conceptualized and operationalized as ‘matched’ linkages between the external environment and the internal elements of CES) and internal CES fit (conceptualized and operationalized as aligning the internal elements of CES in a manner consistent with a specified ‘ideal’ profile), as well as the relationship between internal CES fit and firm performance, our results suggest that the fit of these elements is associated with greater financial performance.
Journal Article
A system dynamics perspective of corporate entrepreneurship
Models of corporate entrepreneurship have continued to advance in their ability to delineate the elements and relationships that comprise entrepreneurial activities within existing organizations; however, prior research has been limited in introducing the complexity present in these activities. In particular, feedback from discontinued and implemented opportunities has rarely been included and/or integrated with individual, organizational, and strategic variables in existing corporate entrepreneurship frameworks. We propose a system dynamics perspective to explain how entrepreneurship occurs within organizations. To accomplish this, we employ a framework that includes the four main activities of opportunity recognition, assessment, legitimation, and implementation. Feedback loops are used to show the connection to strategic assessment and entrepreneurial renewal that portray corporate entrepreneurship as an integration of entrepreneurial and strategic efforts. This model integrates a variety of perspectives that have been utilized in the literature and allows for activation at any point in the system dynamics process. In this paper, we provide theoretical background for our model, discuss our contributions to the literature, and suggest how scholars may implement and enhance this framework in future research efforts.
Journal Article
The role of network density and betweenness centrality in diffusing new venture legitimacy: an epidemiological approach
To survive and grow, new ventures must establish initial legitimacy, and subsequently diffuse this legitimacy through a given population. While the notion of initial legitimacy has received substantial attention in the recent literature, diffusion has not. This work endeavors to outline the legitimacy diffusion process via drawing parallels with the field of epidemiology. Ultimately, to effectively diffuse legitimacy (and grow) a firm must gain positive judgments of appropriateness from members of a given network. Importantly, as with diseases, the characteristics of the network are critical to the diffusion process. A relatively dense network is posited to invoke a normative evaluation process by its members, and can be difficult for new ventures to access, but subsequent diffusion of new venture legitimacy can be rapid. A less dense network, on the other hand, is posited to invoke a pragmatic evaluation process by its members, and is likely easier for new ventures to access initially, but may result in lower levels of new venture legitimacy diffusion in the long run. Theoretical and practical implications are discussed.
Journal Article
Social proactiveness and innovation: The impact of stakeholder salience on corporate entrepreneurship
Innovation has become a major strategic component of corporate entrepreneurship. Managerial decisions regarding innovative activity are complex and can be affected by numerous factors. In this study, we draw upon the tenets of stakeholder theory to examine how stakeholder salience (consisting of stockholders, employees, and customers) is integral to the decisions made by senior level managers related to social proactiveness within a corporate innovation strategy. In doing so, we introduce a social proactiveness scale that examines a manager's priorities toward internal and external social issues. Examining 200 senior-level managers, we find that companies which place salience on employees are more proactive on both internal and external social issues, while those placing salience on stockholders are more proactive on internal social issues but not external social issues. Surprisingly, placing salience on customers is associated with neither internal nor external social issues. Finally, the data suggests that proactiveness related to internal social issues leads to greater internal innovation with external innovation mediating the relationship, whereas proactiveness on external social issues is not related to innovation.
Journal Article
Improving firm performance through entrepreneurial actions: Acordia's corporate entrepreneurship strategy
As the 21st century unfolds, entrepreneurial actions are viewed as critical pathways to competitive advantage and improved performance. One company in the healthcare management field, Acordia Inc., developed and prospered through its strategic entrepreneurial vision. Starting in 1986, entrepreneurial actions were instrumental to how Acordia has conducted business over the last 15 or so years. This paper uses insights from the academic literature and business press as the framework for the story of how one company was able to use entrepreneurial actions as the foundation for its successful corporate entrepreneurship strategy.
Journal Article
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