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S Zahra (1993)
Environment, corporate entrepreneurship and financial performance: A taxonomic approachJournal of Business Venturing, 8
S Zahra, G George (2002)
Absorptive capacity: A review, reconceptualization and extensionAcademy of Management Review, 27
V Narayanan, Y Yang, S Zahra (2009)
Corporate venturing and value creation: A review and proposed frameworkResearch Policy, 38
S Zahra, K Randerson, Fayolle (2013)
Corporate entrepreneurship research: Where are we? Where can we go from here?Management, 16
S Zahra, E deVelde, B Larrañeta (2007)
Knowledge conversion capability and the performance of corporate and university spin-offsIndustrial and Corporate Change, 16
J Uotila, M Maula, T Keil, S Zahra (2009)
Exploration, exploitation and firm performance: Analysis of S&P 500 corporationsStrategic Management Journal, 30
S Zahra, JG Covin (1995)
Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysisJournal of Business Venturing, 10
S Zahra, J Hayton (2008)
The effect of international venturing on firm performance: The moderating influence of absorptive capacityJournal of Business Venturing, 23
D Kelley, A Ali, S Zahra (2013)
Where do breakthroughs come from? characteristics of high potential inventionsJournal of Product Innovation Management, 30
S Zahra, RI Yavuz (2008)
The new and emerging in management and organization studies
S Zahra, AP Nielsen (2002)
Sources of capabilities, integration and technology commercializationStrategic Management Journal, 23
S Zahra (2003)
International expansion of US manufacturing family business: The effect of ownership and involvementJournal of Business Venturing, 18
S Zahra, H Sapienza, P Davidsson (2006)
Entrepreneurship and dynamic capabilities: A review, model and research agendaJournal of Management Studies, 43
D Miller (1983)
The correlates of entrepreneurship in three types of firmsManagement Science, 29
E Tsang, S Zahra (2008)
Organizational unlearningHuman Relations, 61
HJ Sapienza, E Autio, G George, SA Zahra (2006)
A capabilities perspective on the effects of early internationalization on firm survival and growthAcademy of Management Review, 31
S Zahra, S Nasimbam (2011)
Entrepreneurship in global innovation networksAMS Review, 1
S Zahra, DO Neubaum, M Huse (2000)
Entrepreneurship in medium-size companies: Exploring the effects of ownership and governance systemsJournal of Management, 26
N Foss, J Lyngsie, S Zahra (2013)
The role of external knowledge sources and organizational design in the process of exploiting strategic opportunitiesStrategic Management Journal, 34
RA Burgelman (1983)
A process model of internal corporate venturing in the diversified major firmAdministrative Science Quarterly, 28
S Zahra, A Nielsen, W Bogner (1999)
Corporate entrepreneurship, knowledge and competence developmentEntrepreneurship: Theory and Practice, 23
V Mahnke, M Venzin, S Zahra (2007)
Governing entrepreneurial opportunity recognition in MNEs: Aligning interests and cognition under uncertaintyJournal of Management Studies, 44
S Zahra, DR Ireland, M Hitt (2000)
International expansion by new venture firms: International diversity, mode of market entry, technological learning and performanceAcademy of Management Journal, 43
S Zahra (2008)
The virtuous cycle of discovery and creation of entrepreneurial opportunitiesStrategic Entrepreneurship Journal, 2
S Zahra (1991)
Predictors and financial outcomes of corporate entrepreneurship: An exploratory studyJournal of Business Venturing, 6
S Zahra, I Flatotchev (2004)
Governing the entrepreneurial firm: A knowledge based viewJournal of Management Studies, 41
M Maula, T Keil, S Zahra (2013)
Top management’s attention to discontinuous technological change: Corporate venture capital as an alert mechanismOrganization Science, 24
S Zahra (1996)
Governance, ownership, and corporate entrepreneurship: The moderating impact of industry technological opportunitiesAcademy of Management Journal, 39
Corporate entrepreneurship (CE) is an important means for inducing innovation, revitalizing organizations, and enhancing productivity. It is also the source of new knowledge that allows companies to create capabilities to enter new markets and achieve growth. This article highlights key findings from a 25-year-long stream of research, conducted in several countries, that shows how CE creates knowledge and the variety of knowledge that emerges from different CE activities. It also explains the role of entrepreneurial hubs in capturing, accumulating, converting and translating, and integrating this knowledge, enabling companies to build new revenue streams. The role of these hubs is pervasive, calling for engaged management and creativity in building linkages within and across the different units of an organization. Knowledge, the foundation of competitive superiority, is clearly one of the most important products of CE in today’s dynamic global markets.
Small Business Economics – Springer Journals
Published: Mar 11, 2015
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