A model of middle-level managers entrepreneurial behavior

A model of middle-level managers entrepreneurial behavior -...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: November, 2005 699 Middle-level managers entrepreneurial behavior is linked to successful corporate entre- preneurship. Herein, we integrate knowledge about corporate entrepreneurship and middle- level managers behaviors to develop and explore a conceptual model. The model depicts the organizational antecedents of middle-level managers entrepreneurial behavior, the entrepreneurial actions describing that behavior, and outcomes of that behavior as well as factors influencing its continuance. Following discussion of the models contents, we describe its potential value for researchers and those engaging in corporate entrepreneurship. Introduction Virtually all organizationsnew start-ups, major corporations, and alliances among global partnersare striving to exploit product-market opportunities through innovative and proactive behavior (Dess, Lumpkin, & McGee, 1999, p. 85). Increasingly, organi- zations of many varieties view corporate entrepreneurship (CE) as a type of proactive behavior that can stimulate desired innovation. In an innovation context, effective CE facilitates the firms efforts to exploit its current competitive advantages and explore for tomorrows opportunities and the competencies required to successfully pursue them (Covin & Miles, 1999). Corporate entrepreneurship and the proactive, entrepreneurial behavior through which it is practiced is used in established organizations for a host of purposes in addition to innovation, including increased profitability (Vozikis, Bruton, Prasad, & Merikas, 1999; Zahra, 1993), strategic renewal (Guth & Ginsberg, 1990), gaining knowledge to develop future revenue streams (McGrath, Venkataraman, & MacMillan, 1994), international success (Birkinshaw, 1997), the effective configuration of resources as the pathway to developing competitive advantages (Borch, Huse, & Senneseth, 1999; Covin & Miles, 1999; Covin, Slevin, & Heeley, 2000), and as a separate identifiable strategy. However, it is important to note that CE is a matter of P T E & A Model of Middle- Level Managers Entrepreneurial Behavior Donald F. Kuratko R. Duane Ireland Jeffrey G. Covin Jeffrey S. Hornsby 1042-2587 Copyright 2005 by Baylor University Please send correspondence to: Donald F. Kuratko at dkuratko@indiana.edu. strategic choice (Ireland, Kuratko, & Covin, 2003). There is no a priori reason to predict that firms facing challenging environments will decide to pursue CE. By design and expe- rience, some firms are more entrepreneurially intense than others (Morris & Kuratko, 2002). In general, the greater the firms entrepreneurial intensity, the greater the proba- bility it will pursue CE. The literature regarding CE and managerial behaviors associated with its successful use continues to grow. The purpose of this work is to use the results of conceptual and empirical CE research to model the antecedents to middle-level managers entrepreneur- ial behavior, the behavior itself, and the outcomes resulting from it (see Figure 1). Whileial behavior, the behavior itself, and the outcomes resulting from it (see Figure 1)....
View Full Document

Page1 / 19

A model of middle-level managers entrepreneurial behavior -...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online