Employee perceptions of risks and rewards in terms of corporate entrepreneurship participation

Employee perceptions of risks and rewards in terms of corporate entrepreneurship participation

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doi:10.4102/sajip.v39i1.1047 Original Research Employee perceptions of risks and rewards in terms of corporate entrepreneurship participation Authors: Kristo Nikolov 1 Boris Urban 1 Affiliations: 1 Graduate School of Business Administration, University of the Witwatersrand, South Africa Correspondence to: Boris Urban Email: [email protected] Postal address: PO Box 92, Wits 2190, South Africa Dates: Received: 14 Mar. 2012 Accepted: 30 Apr. 2013 Published: 12 June 2013 How to cite this article: Urban, B., & Nikolov, K. (2013). Employee perceptions of risks and rewards in terms of corporate entrepreneurship participation. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde , 39 (1), Art. #1047, 13 pages. sajip.v39i1.1047 Copyright: © 2013. The Authors. Licensee: AOSIS OpenJournals. This work is licensed under the Creative Commons Attribution License. Introduction Key focus of the study Many firms are adopting corporate entrepreneurship (CE) as a way of combating the lethargy and bureaucracy that often accompany business size and cultural lock-ins (Burns, 2004). Schindehutte, Morris and Kuratko (2000) point out that a spirit of entrepreneurship needs to permeate organisations. It is essential to ensure that a continuous flow of innovation and entrepreneurship becomes a specialised function in organisations. Background to the study Firms increase the chances of success of CE strategies if they have the necessary skills to structure (accumulate and strategically divest), bundle (successfully combine), and use (mobilise and deploy) their resources (Sirmon, Hitt & Ireland, 2007). Appointing people or teams that drive and stimulate entrepreneurial activities, like creating new ventures, culminate in active change where organisational support and self-efficacy play crucial roles for employees who are willing to take charge in organisations (Onyishi & Ogbode, 2012). Trends from the research literature In recent years, CE has been the focus of considerable research activity (Covin & Kuratko, 2008; Ireland, Covin & Kuratko, 2009; Phan, Wright, Ucbasaran & Tan, 2009). With the scope of CE widening, organisations that lack prior entrepreneurial recognition are adopting CE in order to survive and succeed in increasingly competitive and financially constrained environments (Antoncic, 2006; Kuratko & Audretsch, 2009; Neill & York, 2011; Phelps, 2009). CE usually refers to organisations’ commitments to pursuing new opportunities, creating new units or businesses, being innovative in terms of products, services and processes, strategic self-renewal, constructive risk-taking and being pro-active (Antoncic & Hisrich, 2004). Previous research on CE focuses on the attributes that promote entrepreneurial activities. However, it ignores, to some extent, the participation of individual employees and of groups of Page 1 of 13 Orientation: Early studies recognise how important corporate entrepreneurship (CE) is to achieving sustainable competitive advantage.
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