scholarly journals Corporate entrepreneurship: state, organizational design, problems and development prospects

2021 ◽  
Vol 2021 (3) ◽  
pp. 131-154 ◽  
Author(s):  
Larisa Ligonenko ◽  
◽  
Vlada Mysyliuk ◽  
Keyword(s):  
Organizational Climate ◽  
Organizational Design ◽  
Organizational Context ◽  
Process Development ◽  
Innovation Process ◽  
Corporate Entrepreneurship ◽  
Business Environment ◽  
Distribution Models ◽  
Organizational Conditions ◽  
Design Practices

The article is devoted to the exploration of relevant issues of the development of corporate entrepreneurship organizational design in Ukrainian organizations. The implementation of corporate entrepreneurship organizational design provides acceleration of internal innovation process, increase of its effectiveness, identification and intensification of new opportunities for growth and creation of new businesses. The implementation of structures, definition of their functions, and description of the processes and formal relationships, which may encourage potential corporate entrepreneurs to generate and commercialize internal innovative initiatives, are becoming extremely relevant for Ukrainian business environment. A research map and questionnaire were developed in order to conduct the empirical investigation of existing design practices for corporate entrepreneurship in Ukrainian organizations, and a survey was compiled through questionnaires with the use of Google forms. The results of the research revealed that Ukrainian organizations implement structures, processes, systems and norms, which stimulate corporate entrepreneurs, and initiate internal innovative projects. At the same time, design practices for corporate entrepreneurship in Ukrainian organizations are characterized by a lack of integrity. This blocks quick development of innovations by internal venturing teams and their transformation into a value for business. Potential corporate entrepreneurs often leave the organization to start their own businesses because of the absence of internal organizational conditions for realizing their innovative ideas. The consequence of this situation is the emergence of a powerful ambitious competitor, thus, the strategic competitive position of the organization may suffer. The practical value of the research is to obtain empirical data about the state of implementation of the corporate entrepreneurship system in Ukrainian organizations and explore the parameters of its organizational design, such as: quality of internal organizational climate and human resources for the implementation of the corporate entrepreneurship process, development and implementation of corporate entrepreneurship programs, mechanisms for financing internal entrepreneurial initiatives of employees, legal support of corporate entrepreneurship, incentives and rewards for internal entrepreneurial behavior, and information distribution models and organizational forms of corporate entrepreneurship. The research results can serve as an information base for the formulation of recommendations for implementation of integral and effective organizational design aimed at retention and development of corporate entrepreneurs, and realization of their internal entrepreneurial initiatives in organizational context.

Corporate Entrepreneurship: How?

2006 ◽  
Vol 31 (1) ◽  
pp. 85-97 ◽  
Author(s):  
K Ramachandran ◽  
T P Devarajan ◽  
Sougata Ray
Keyword(s):  
Large Scale ◽  
Organizational Context ◽  
Dynamic Environment ◽  
Innovation Process ◽  
Corporate Entrepreneurship ◽  
Business Environment ◽  
Continuous Innovation ◽  
Entrepreneurial Spirit ◽  
Operational Activity ◽  
Entrepreneurial Activities

Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an enabling economic and political ecosystem that does not impede small or large scale redeployment of resources in new ways towards creative, entrepreneurial ends. Companies have a range of options to choose from to achieve this objective. At the one end of this option spectrum is ‘focused entrepreneurship’ wherein specific innovation initiatives are created with the rest of the organization insulated from them. At the other end is a managerial approach that leads to the creation of ‘organizationwide entrepreneurship.’ Entrepreneurship in such organizations is a shared value and drives managerial behaviour in conscious and subconscious ways and creates an entrepreneurial spirit organization-wide. Many mature organizations, unwilling to alter the status quo, tend to create focused initiatives that are mandated to identify and exploit new opportunities. While such focused initiatives may stimulate innovation, the very nature of their design erects barriers between the existing organization and the innovation effort. This makes it difficult for the organizations to access and leverage the existing capability base and to integrate new initiatives back into operational activity. Companies intent on developing and preserving entrepreneurship organization-wide, independent of their stage of growth, create an environment in which those who believe in the attractiveness of opportunities feel encouraged to pursue them. The top managements of such companies will design an organizational context conducive to autonomous generation of entrepreneurial initiatives, provide a sense of overall direction to these initiatives, and ensure that promising ventures receive necessary resources as they move through the uncertain development process wherein: money is neither offered nor seen as a primary motivator entrepreneurial contributions are rewarded with recognition and through provision of opportunities to engage in entrepreneurial activities on a bigger scale failure is considered normal and when failure occurs, the focus is on problem solving and learning from it rather than apportioning blame appropriate processes are used to capture knowledge created in the innovation process and routines developed to enable integration of such knowledge to create organizational rents. The contrast between patterns of focused and organization-wide entrepreneurship runs across every element of the organization starting with its mission and covering strategy, structure, systems, processes, and people skills and attitude. Institutionalizing the elements of entrepreneurship is crucial to building a sustaining competitive organization in today's business environment.

scholarly journals The main approaches to the study of creativity and innovation in the organizational context

HUMANITARIUM ◽  
2021 ◽  
Vol 44 (1) ◽  
pp. 116-122
Author(s):  
Olha Lomak
Keyword(s):  
Organizational Climate ◽  
Leadership Style ◽  
Organizational Context ◽  
Corporate Entrepreneurship ◽  
Organizational Level ◽  
Individual Level ◽  
Creative Behavior ◽  
Organizational Creativity ◽  
Product Service ◽  
Creativity And Innovation

The article analyzes the problem of studying the creativity and innovation of employees. The main approaches to defining the concepts of creativity and innovation are highlighted. The interconnectedness of these concepts through novelty as a common feature of innovation and creativity is substantiated. The key difference between creativity and innovation is identified, which is that the latter requires implementation, adoption, and dissemination. The idea also have to be relevant, useful, and effective to be considered innovative in the organizational context. Approaches to the study of creativity and innovation at 3 levels: micro (individual), meso (team), and macro (organizational) are described. The typical focus of individual level of analysis of creativity and innovation are determined: motivation, personality traits, purposefulness, self- concept, cognitive style, creative behavior. Research at the team level focuses on the analysis of team structure and composition, team climate, team processes, and leadership style. At the organizational level, attributes such as knowledge and networks, organizational structure and strategy, organization size, culture, organizational climate, environment, dissemination of innovation, and corporate entrepreneurship are analyzed. Organizational creativity is defined as the creation of a valuable, useful, new product, service, idea, or process by individuals working together in a complex social system. The relationship between manifestaion of creativity and innovation at different levels is highlighted. Taking into account the complexity of these concepts, the need for further empirical research on creativity and innovation in relation to a set of external factors is justified.

Collaborating for Innovation

2019 ◽  
pp. 586-609
Author(s):  
Peter G. Klein ◽  
Mark D. Packard ◽  
Karen Schnatterly
Keyword(s):  
Organizational Structure ◽  
Organizational Design ◽  
Resource Constraints ◽  
Spillover Effects ◽  
Employee Motivation ◽  
Corporate Entrepreneurship ◽  
Marketplace Of Ideas ◽  
Collaborative Innovation ◽  
Barriers To Collaboration ◽  
Innovation Outcomes

This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.

Entrepreneurial strategies for MNCs: A typology

2020 ◽  
pp. 146575032098315
Author(s):  
Poul Houman Andersen ◽  
Linda Nhu Laursen
Keyword(s):  
Organizational Context ◽  
Research Question ◽  
Two Dimensions ◽  
Theoretical Assumption ◽  
Critical Dimensions ◽  
Organizational Resistance ◽  
Organizational Conditions ◽  
Entrepreneurial Strategies ◽  
Entrepreneurial Strategy ◽  
Selection Of

This paper, responds to the recent calls in research, to address the theoretical underpinnings of entrepreneurial strategies in MNC’s. Today, a multiplicity of entrepreneurial approaches exists, cf. skunk work, bricolage, bootlegging. However, these exists in disparate literature, that provides limited oversight to managers in, that need to select between a manifold of different entrepreneurial strategies. Moreover, these approaches typically originate from a distinctively different organizational context, namely SMEs. Through a literature review we identify two important axiomatic assumptions concerning entrepreneurial strategies within the organizational conditions of MNCs. The first fundamental assumption concerns the organizational origin of such effort. The second theoretical assumption deals with how the entrepreneurial initiative can meet either organizational resistance or support. We synthesize these two dimensions into a two-by-two matrix, that provides an answer to our research question: what are the critical dimensions for entrepreneurial strategies in an MNC context? We then employ this typology to categorize predominant entrepreneurial strategies in current literature, to create a overview that can be used both for structuring the debate in the literature; as well as a basis to discuss important implicit assumptions, that should guide the selection of entrepreneurial strategy in a MNC context in practice.

Colchones Eldorado: dreaming of innovating

2012 ◽  
Vol 2 (8) ◽  
pp. 1-11
Author(s):  
Delio I. Castaneda ◽  
Luisa F. Manrique
Keyword(s):  
Latin American ◽  
Innovation Process ◽  
Subject Area ◽  
Organizational Dynamics ◽  
Case Discussion ◽  
Content Type ◽  
Organizational Conditions ◽  
Challenge Testing ◽  
The Usa ◽  
Creativity And Innovation

Subject area Innovation and creativity in small to medium-sized enterprises (SMEs) in Latin America. Study level/applicability The case is recommended for creativity and innovation subjects, in undergraduate and MBA levels. The case is also suggested for subjects associated with the organizational dynamics on SMEs. Case overview Colchones Eldorado is a Colombian company dedicated to the bedding industry. The company was founded in 1957 by Gumercindo Gómez Caro, a creative man who in 1959 invented a machine to make springs, which allowed the company to grow steadily for several decades. On November 18, 2004, the founder's daughter, Martha Luz Gomez, was appointed as General Manager. On April 2011 it obtained a license from Sealy, the biggest mattress making company in the USA. The license implied a challenge - testing the company's innovative capacities to adapt Sealy mattresses to satisfy consumers in the Colombian market. Expected learning outcomes Students are shown the characteristics of the creative and innovation process in a Latin American SME, and the innovation challenges which are faced. From the reading and the case discussion, the students should be able to: analyse the manifestations of the creative process in an SME; identify examples of the innovation types of an SME; and discuss the organizational conditions to answer the creativity and innovation challenges in an SME. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Innovationen multi-perspektiv entwickeln*/Multi-perspective development of innovations - Holistic view of innovation processes for the derivation of manufacturing strategic decision areas

2017 ◽  
Vol 107 (03) ◽  
pp. 189-193
Author(s):  
M. Röhm ◽  
T. Prof. Bauernhansl ◽  
T. Schrodi
Keyword(s):  
Process Development ◽  
Innovation Process ◽  
Strategic Decision ◽  
Maturity Model ◽  
Market Demand ◽  
Critical Fields ◽  
Holistic View ◽  
Development Processes ◽  
Technology Market ◽  
Innovation Processes

Für eine marktgerechte Produktentwicklung gibt es in Anlehnung an das Technologie-Reifegradmodell eine Vielzahl von Ansätzen, die den Entwicklungsstand von Technologie und Markt bewerten. Um im Innovationsprozess produktionsstrategische Lücken rechtzeitig aufzuzeigen, müssen Entwicklungsprozesse von Technologie, Markt und Produktion jedoch ganzheitlich betrachtet werden. Hierfür werden unterschiedliche Reifegradmodelle gegenübergestellt, Korrelationen aufgezeigt und erfolgsentscheidende Entwicklungsstufen abgeleitet.   Based on the technology maturity model, there is a variety of approaches describing the maturity of market demand and technology in order to combine technology push and market pull perspectives. However, to be able to show strategic gaps during the innovation process, development processes of technology, market and manufacturing skills have to be viewed holistically. For this purpose, the authors present different degrees of maturity models, show correlations and derive critical fields of action.

scholarly journals Role of Information Technology Capabilities on Product Innovation Performance: Mediating Role of Corporate Entrepreneurship

2018 ◽  
pp. 94-121
Author(s):  
Abdul Wahab .
Keyword(s):  
Information Technology ◽  
Product Innovation ◽  
Sampling Technique ◽  
Corporate Entrepreneurship ◽  
Business Environment ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Organizational Level ◽  
Entrepreneurial Activities

Despite the surplus studies demonstrating the significance of information technology capabilities in business growth with innovation, the knowledge of the approaches through which such benefits can be attained and their connections, expertise, and influence to other organizational and managerial aspects are yet limited. Purpose: To fill the research gap by studying the relationship between Information technology capabilities and business innovation within corporate entrepreneurial activities and also examining the mediating effect of Corporate Entrepreneurship, its sustainable approach at managerial level and contribution in market research towards emerging demands of IT. This study is also focusing on the skills, processes, and modifications to achieve such goals; also the implications for the managers dealing with product innovations in dynamic organizations. Design: Selected design for this study is descriptive in nature following a quantitative approach with stratified random sampling technique. The data is collected from 315 IT executive and managers from the population of 50 manufacturing firms in Karachi, Pakistan. Findings: Using data collected from the concerned population in the dynamic business environment, Researcher found the corporate entrepreneurship partially mediating the correlation between product innovation performance and information technology capabilities in an organization. These variables being studied are the observed elements of organizational progress and success; and their impacts on innovation, growth, and success are recognized and attested with the help of hypothesis testing in this research. Significance: This study is providing guide and support to organizations and policymakers incorporate entrepreneurial activities at different firms and managerial levels. Furthermore, this research study fills the existing gap by incorporating corporate entrepreneurship (CE) at the organizational level and contributes to the more robust development, understanding and involvement of IT to improve the overall business value.

scholarly journals Effects of Corporate Entrepreneurship Dimensions on Organizational Performance: Case of Small and Medium Enterprises in Holeta Town, Ethiopia

2021 ◽  
Vol 7 (4) ◽  
pp. 234
Author(s):  
Gemechu Abdissa ◽  
Abebe Ayalew ◽  
Csaba Bálint Illés ◽  
Anna Dunay
Keyword(s):  
Organizational Performance ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Secondary Data ◽  
Corporate Entrepreneurship ◽  
Business Environment ◽  
Explanatory Variables ◽  
Market Shares ◽  
Medium Enterprises ◽  
The Town

Small and medium enterprises are paying the lion’s share in the innovation-based economy of today’s competitive business environment. To this effect, this study observed the effects of corporate entrepreneurship (CE) dimensions on the performance of SMEs in the town of Holeta, Ethiopia. We used both descriptive and survey research designs to meet the specified target of the study. The researchers employed both primary and secondary data sources; the former were collected from 173 participants using both primary and secondary data. The result of this study indicates that all of the explanatory variables used were statistically significant and had a positive relationship with the performance of SMEs. Thus, we recommend that owners of small and medium enterprises pay special attention to practicing CE to increase their business performance, sustainability, and competitiveness. Entrepreneurs should also come up with new and attractive product and service features to take high market shares. Furthermore, forecasting potential challenges for firms and devising possible ways of solving the situation in advance can safeguard businesses from failure.

scholarly journals The impact of innovations on the efficiency of animal husbandry in Lviv region

2021 ◽  
Vol 23 (97) ◽  
pp. 8-13
Author(s):  
K. Hirniak
Keyword(s):  
Innovation Process ◽  
Animal Husbandry ◽  
Business Environment ◽  
Innovative Activity ◽  
Farm Animals ◽  
Innovation Activity ◽  
Livestock Industry ◽  
Agricultural Enterprises ◽  
Method Of Evaluation ◽  
The Impact

Domestic agricultural enterprises do not have a high level of innovation activity, however, stable and competitive operation of an agricultural enterprise is impossible without its innovative activity. Stabilization of the situation in the agricultural sector with the current level of competition and constant technological variables, the innovative vector of development is the driving component of economic growth. Activation of innovation of domestic agricultural enterprises is one of the important prerequisites for stability and sustainable socio-economic development of the country. Consequently, the effective functioning of the livestock industry is possible only under the conditions of systemic and purposeful innovation aimed at finding a variety of new opportunities provided by the business environment. The innovation process in domestic animal husbandry is clearly aimed at the end result - a certain socio-economic, technical or environmental effects. The efficiency of animal husbandry is determined after the introduction of innovation, calculated by the method of evaluation of investment projects. On the example of Lviv region we analyzed the conditions of innovative activity in animal husbandry, assessed the modern innovative potential of the industry, established the features of its innovation and investment activities. SWOT-analysis is an important component of assessing the position of livestock enterprises in the region. It should be recognized that the innovative activity of livestock enterprises is mainly associated with the final stage of the innovation process – the development of innovations. In 2020, farms of all categories of Lviv region compared to 2019 decreased meat production (sales for slaughter of farm animals in live weight) by 1.6 %, milk – by 4.7 %, eggs – by 0.3 %. cattle on farms of all categories on January 1, 2021 amounted to 144.4 thousand heads (including cows – 86.2 thousand heads), pigs – 346.1 thousand heads, poultry – 10.5 million. heads. Compared to January 1, 2020, the number of poultry increased by 5.7 %, pigs – by 4.1 %, the number of cattle decreased by 8.2 % (including cows – by 8.6 %). Innovative activity of the livestock industry is formed under the influence of the domestic innovation system and has its own specifics, which is caused by the peculiarities of agriculture. Most innovative projects are aimed at introducing innovations that contribute to the intensification of animal husbandry and increase the competitiveness of products. Thus, on the basis of innovative development of animal husbandry it is possible to achieve a significant increase in the competitiveness of agricultural enterprises, which will allow Ukrainian producers to achieve significant results in world markets for agricultural products.

scholarly journals Relation between organizational climate and its dimensions and knowledge-sharing behavior among knowledge workers

2014 ◽  
Vol 7 (2) ◽  
pp. 64-75 ◽  
Author(s):  
Milena Margarita Villamizar Reyes ◽  
Delio Ignacio Castañeda Zapata
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Personal Growth ◽  
Private University ◽  
Public Organization ◽  
The Public ◽  
Organizational Conditions ◽  
Knowledge Sharing Behavior ◽  
Private Organization ◽  
Sharing Behavior

This study aimed at identifying the relation of organizational climate and its dimensions from the PMCO measuring test for organizational climate (Cardenas & Villamizar, 2008, as cited in Cardenas, Arciniegas y Barrera, 2009) - in knowledge-sharing behavior, which was measured from the psychosocial variables and organizational conditions of knowledge-sharing behavior test (Castañeda y Fernandez, 2007). 100 participants from two types of organizations participated on this study: one of private nature and one public. A correlation of 0.578 between organizational climate and knowledge-sharing behavior was found. When carrying out an analysis of each organization, it was evident that the level of correlation between climate and knowledge-sharing behavior was highly significant in the public organization: There was a reliability level higher to 99%. There was no correlation found between the two variables studied in the private organization -with an r of 0.093 to 95%. As for the dimensions of climate and knowledge-sharing behavior, the results showed that in all public universities (including level of work, which got the lowest relation) these are statistically significant to 99.9%. In the private university only a relation to the personal growth dimension of 95% was found.

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