By Jerome A. Katz
With a longtime physique of literature on innovation and company entrepreneurship, this quantity of "Advances in Entrepreneurship, enterprise Emergence and development" turns to a few of the major and such a lot promising students within the box to map out the place we have now been and supply a few path on the place scholarship in this subject may still continue sooner or later. issues comprise: a assessment of concept, examine, and perform on company entrepreneurship and the habit of managers; the primary difficulties of handling innovation and company entrepreneurship and the primary difficulties of longitudinal examine at the subject; different theoretical lens for investigating company entrepreneurship and the ensuing examine probabilities; a normal platforms viewpoint for exploring the connection between strategy-structure-performance and company entrepreneurship; and foreign company entrepreneurship by way of a knowledge-based resource of aggressive virtue and implications for a version of human source administration. This quantity additionally keeps the dialogue of earlier volumes with a provocative dialogue of the way to develop the sector of entrepreneurship via invoice Gartner and a statement and reaction to paintings on a sign detection idea method of entrepreneurship.
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Additional info for Corporate Entrepreneurship (Advances in Entrepreneurship Series)
E. e. tangible). While very little entrepreneurship research has addressed specific incentive/renewal programs, Block and MacMillan (1993) cite four possible types of incentives for internal entrepreneurial behavior. These incentives include: (1) equity and equity equivalents; (2) bonuses; (3) salary increases and promotions; and (4) recognition systems and rewards. Block and Ornati (1987) studied the use of incentives for internal entrepreneurs and found that more than 30% of the firms compensated venture managers differently than other managers; over half of all respondents believed that variable bonuses based on ROI should be used; and internal equity was the major obstacle cited by organizations with no incentive program.
Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75, 561–568. Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review (July–August), 37–46. , & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(Special Issue), 203–215. Guth, W. , & Ginsberg, A. (1990). Corporate entrepreneurship. Strategic Management Journal, 11(Special Issue), 5–15. Hanan, M. (1976).
The second area for future research involves a firm’s performance outcomes related to successful strategic implementation. Which outcomes (either behavioral or financial) account for more of the variance when the organization evaluates whether or not corporate entrepreneurship as a strategy should continue? Furthermore, do organizations utilize the concept of equity when determining their satisfaction with outcomes? Research into these questions as well as how the feedback loop develops in firms may provide guidance for the future use of this strategy.