a Institute for Innovation Research, Technology Management, and Entrepreneurship, Ludwig-Maximilians Universität München, Kaulbachstr. 45, 80539 München, Germany b Technische Universität München, Chair of Entrepreneurship, Karlstr. 45, 80333 München, Germany c University of Minnesota, Department of Strategic Management & Organization, Suite 3-428, Carlson School of Management, 321 19th Ave. Sou...

The present paper is aimed to develop and validate a model for testing the relationships between Intellectual capital, strategic entrepreneurship and organizational performance. A researcher-designed questionnaire was used for collecting data from 322 managers in 129 small and medium firms. Structural modeling techniques were applied for data analysis. The results show that intellectual capital...

The strategy literature is replete with studies focusing on such strategic and cultural firm-level factors as entrepreneurship and differentiation. Research indicates that these factors are major determinants of superior firm performance in the long-term. Nonetheless, a majority of works in this area has focused on large-scale, multinational firms. Very little is known about the effects of entr...

The study of Corporate Entrepreneurship (CE) is gaining increasing interest within the field of Entrepreneurship. Much research has been carried out, mainly focusing on identifying determinants and outcomes of CE. Scholars suggest that the term “corporate entrepreneurship” encompasses two types of phenomena: corporate venturing (CV) and strategic renewal. CV is seen as a way in which firm-level...

Contends that the E-V-R (environment-values-resources) congruence model provides an ideal framework for examining what entrepreneurs and entrepreneurial managers must achieve strategically in order to create and sustain organisational effectiveness and success. E-V-R shows how the environment is a source of opportunities and threats – external key success factors; and that resources constitute ...

Corporate entrepreneurship can be considered important for organizational performance. While being recognized to be important for development of innovations and technologies of small and medium sized firms and for innovation/technology strategies of large firms, inter-organizational relationships in terms of networks and alliances have received limited research attention in the context of corpo...

This paper analyses the relations between entropy, organizational capabilities and corporate entrepreneurship. The results indicate strong links between strategy and corporate entrepreneurship, moderated by the organizational capabilities. We find that companies with strong organizational capabilities, using a systematic strategic approach, widely use corporate entrepreneurship as an instrument...

There is a wide variety of types of entrepreneurs, but no one formula for success. However, there are many successful entrepreneurs. Understanding why some entrepreneurs succeed while others fail is important to help future entrepreneurs in their efforts to be ssuccessful. Entrepreneurship is the economic engine driving many nations” economies in the global competitive landscape. Entrepreneursh...

This study investigates theories from the strategic entrepreneurship literature related to mindset, leadership, and entrepreneurial value creation. A sample of 85 SMEs was taken SME sector in East Java, Indonesia, using a non-probability sampling method with purposive technique. The data collection process survey questionnaires distributed directly owners. analysis carried out structural equati...

Strategy is not what it used to be. To compete effectively, large businesses must respond quickly, creatively and innovatively to develop an entrepreneurial environment to assist this response. Strategic leadership is crucial to develop the organizational environment needed to increase the entrepreneurial orientation in established businesses. The purpose of this paper is to determine if the sa...