A system dynamics perspective of corporate entrepreneurship

A system dynamics perspective of corporate entrepreneurship Models of corporate entrepreneurship have continued to advance in their ability to delineate the elements and relationships that comprise entrepreneurial activities within existing organizations; however, prior research has been limited in introducing the complexity present in these activities. In particular, feedback from discontinued and implemented opportunities has rarely been included and/or integrated with individual, organizational, and strategic variables in existing corporate entrepreneurship frameworks. We propose a system dynamics perspective to explain how entrepreneurship occurs within organizations. To accomplish this, we employ a framework that includes the four main activities of opportunity recognition, assessment, legitimation, and implementation. Feedback loops are used to show the connection to strategic assessment and entrepreneurial renewal that portray corporate entrepreneurship as an integration of entrepreneurial and strategic efforts. This model integrates a variety of perspectives that have been utilized in the literature and allows for activation at any point in the system dynamics process. In this paper, we provide theoretical background for our model, discuss our contributions to the literature, and suggest how scholars may implement and enhance this framework in future research efforts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Small Business Economics Springer Journals

A system dynamics perspective of corporate entrepreneurship

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Publisher
Springer Journals
Copyright
Copyright © 2015 by Springer Science+Business Media New York
Subject
Economics / Management Science; Management/Business for Professionals; Microeconomics; Entrepreneurship; Industrial Organization
ISSN
0921-898X
eISSN
1573-0913
D.O.I.
10.1007/s11187-015-9634-4
Publisher site
See Article on Publisher Site

Abstract

Models of corporate entrepreneurship have continued to advance in their ability to delineate the elements and relationships that comprise entrepreneurial activities within existing organizations; however, prior research has been limited in introducing the complexity present in these activities. In particular, feedback from discontinued and implemented opportunities has rarely been included and/or integrated with individual, organizational, and strategic variables in existing corporate entrepreneurship frameworks. We propose a system dynamics perspective to explain how entrepreneurship occurs within organizations. To accomplish this, we employ a framework that includes the four main activities of opportunity recognition, assessment, legitimation, and implementation. Feedback loops are used to show the connection to strategic assessment and entrepreneurial renewal that portray corporate entrepreneurship as an integration of entrepreneurial and strategic efforts. This model integrates a variety of perspectives that have been utilized in the literature and allows for activation at any point in the system dynamics process. In this paper, we provide theoretical background for our model, discuss our contributions to the literature, and suggest how scholars may implement and enhance this framework in future research efforts.

Journal

Small Business EconomicsSpringer Journals

Published: Feb 6, 2015

References

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