We endeavor to propose counterintuitive ideas or, alternatively, deny the “assumption bases” (Davis, 1971) of ETP's readers. Major sections of the paper suggest research questions concerning strategies, structures, and processes in the context of corporate entrepreneurship (CE). The issues we propose include: Are cost leadership strategies and corporate entrepreneurship inherently at odds? Are contemporary organizational forms always more compatible with CE than traditional structures? and; How can the normative guidance that permeates the popular press on entrepreneurial processes lead managers astray? Corporate entrepreneurship's unique relationship to strategy, structure, and process issues and future research questions are discussed.
Get full access to this article
View all access options for this article.
References
1.
BarneyJ. (1991). Firm resources and sustained competitive advantage.Journal of Management, 17, 99–119.
2.
BarneyJ. (1992). Integrating organizational behavior and strategy formulation research: A resource based analysis. In ShrivastavaP., & DuttonJ. (Eds.), Advances in strategic management, vol. 8, pp. 39–61. Greenwich, CT: JAI Press.
3.
BartlettC. A., & GhosalS. (1990). Matrix management: Not a structure, a frame of mind.Harvard Business Review, 68, 140.
4.
BettisR. A., BradleyS. P., & HamelG. (1992). Outsourcing and industrial decline.Academy of Management Executive, 6(1), 7–22.
5.
BourgeoisL. J.III (1980). Strategy and environment: A conceptual integration.Academy of Management Review, 5(1), 25–39.
6.
BurgelmanR. A. (1983). A process model of internal corporate venturing in the diversified major firm.Administrative Science Quarterly, 28, 223–244.
7.
BurgelmanR. A. (1984). Designs for corporate entrepreneurship in established firms.California Management Review, 26(3), 154–166.
8.
ByrneJ. (1993). The virtual corporation.Business Week, February 8, 53–72.
9.
CooperA. C., WillardG. E., & WooC. Y. (1986). Strategies of high-performing new and small firms: A reexamination of the niche concept.Journal of Business Venturing, 1, 247–260.
10.
CovinJ. G., & SlevinD. P. (1989). Strategic management of small firms in hostile and benign environments.Strategic Management Journal, 10, 75–87.
11.
CovinJ. G., & SlevinD. P. (1991). A conceptual model of entrepreneurship as firm behavior.Entrepreneurship Theory and Practice, 16(1), 7–24.
12.
DaftR., & LewinA. (1993). Where are the theories for the ‘new’ organizational forms? An editorial essay, Organization Science, 4, i–vi.
13.
DavidowW., & MaloneM. (1992). The virtual corporation.Forbes, December 7, 10–107.
14.
DavisM. (1971). That's interesting!.Philosophy of Social Science, 1, 309–344.
15.
DessG. G., & DavisP. S. (1984). Porter's (1980) generic strategies as determinants of strategic group membership and organizational performance.Academy of Management Journal, 27, 467–488.
16.
DessG. G., LumpkinG. T., & CovinJ. G. (1997). Entrepreneurial strategy making and firm performance: Tests of contingency and configuration models.Strategic Management Journal, 18(9), 677–695.
17.
DessG. G., RasheedA. M., McLaughlinK. J., & PriemR. L. (1995). The new corporate architecture.Academy of Management Executive, 9(3), 7–20.
18.
DevannaM. A., & TichyN. (1990). Creating the competitive organization of the 21st century: The boundaryless corporation.Human Resource Management, 29(4), 455–471.
HambrickD. C. (1989). Guest editor's introduction: Putting top managers back in the strategy picture.Strategic Management Journal, 10, 5–15.
21.
HamelG. (1991). Competition for competence and inter-partner learning with international strategic alliances.Strategic Management Journal, 12, 83–103.
22.
HamelG., & PrahaladC. K. (1989). Strategic intent.Harvard Business Review, 67(3), 63–76.
23.
HammerM., & ChampyJ. (1993). Reengineering the corporation: A manifesto for business revolution.New York: HarperCollins.
24.
HarriganK. R. (1983). Research methodologies for contingency approaches to strategy.Academy of Management Review, 8, 398–405.
25.
HillC. W. L. (1988). Differentiation versus low cost or differentiation and low cost: A contingency framework.Academy of Management Review, 13, 401–412.
26.
HirschhornL., & GilmoreT. (1992). The new boundaries of the “boundaryless” company.Harvard Business Review, May-June, 104–115.
27.
HisrichR. D., & PetersM. P. (1986). Establishing a new business venture within a firm.Journal of Business Venturing, 1, 30–332.
28.
HowardR. (1992). The CEO as organizational architect: An interview with Xerox's Paul Allaire.Harvard Business Review, 70, 106–123.
29.
IbarraH. (1993). Network centrality, power, and innovation involvement: Determinants of technical and administrative roles.Academy of Management Journal, 36, 471–501.
30.
JarilloJ. C. (1989). Entrepreneurship and growth: The strategic use of external resources.Journal of Business Venturing, 4, 133–147.
31.
JonesG. R., & ButlerJ. E. (1988). Costs, revenue, and business-level strategy.Academy of Management Review, 13, 202–213.
32.
KanterR. M. (1983). The change masters.New York: Simon & Schuster.
33.
KanterR. M. (1985). Supporting innovation and venture development in established companies.Journal of Business Venturing, 1, 47–60.
LuboveS. (1996). Destroying the old hierarchies.Forbes. June 3, 62–72.
42.
LumpkinG. T. (1996). The entrepreneurial orientation (EO) of new entrants: Performance implications of alternative configurations of EO, environment, and structure. Unpublished doctoral dissertation, University of Texas at Arlington.
43.
LumpkinG. T., & DessG. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance.Academy of Management Review, 21(1), 135–172.
44.
MacMillanI. C., & DayD. L. (1987). Corporate ventures into industrial markets: Dynamics of aggressive entry.Journal of Business Venturing, 2, 29–39.
45.
MahoneyJ. T., & PandianJ. R. (1992). The resource-based view within the conversation of strategic management.Strategic Management Journal, 13, 363–380.
46.
MilesR., & SnowC. C. (1978). Organizational strategy, structure, and process.New York: McGraw-Hill.
47.
MillerA., & DessG. G. (1996). Strategic management.New York: McGraw-Hill.
48.
MillerD. (1983). The correlates of entrepreneurship in three types of firms.Management Science, 29, 770–791.
49.
MillerD. (1988). Relating Porter's business strategies to environment and structure: Analysis and performance implications.Academy of Management Journal, 31, 280–308.
50.
MintzbergH. (1973). Strategy making in three modes.California Management Review, 16(2), 44–53.
51.
MurrayA. (1988). A contingency view of Porter's generic strategies.Academy of Management Review, 13, 627–638.
52.
NelsonR., & WinterS. (1982). An evolutionary theory of economic theory and capabilities.Cambridge, MA: Harvard University Press.
53.
NultyP. (1993). Making money like clockwork.Fortune, September 30, 80.
54.
PetersT., & WatermanR. (1982). In search of excellence.New York: Harper & Row.
55.
PorterM. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors.New York: Free Press.
56.
PorterM. E. (1985). Competitive advantage: Creating and sustaining superior performance.New York: Free Press.
57.
PostrelV. I. (1995). Hooray for risk.Forbes ASAP, December 4, 106.
58.
PrahaladC. K., & HamelG. (1990). The core competence and the corporation.Harvard Business Review, May-June, 71–91.
59.
QuinnJ. B. (1992). Intelligent enterprise: A knowledge and service based paradigm for industry.New York: Free Press.
RosenzweigJ. R. (1980). Editorial comment.Academy of Management Review, 5, n.p.
62.
RothwellR. (1992). Successful industrial innovation: Critical factors for the 1990s.R&D Management, 22(3), 221–239.
63.
SandbergW. R., & HoferC. W. (1987). Improving new venture performance: The role of strategy, industry structure, and the entrepreneur.Journal of Business Venturing, 2, 5–28.
64.
SchulerR. (1986). Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource practices.Human Resource Management, 25, 607–629.
65.
SchumpeterJ. A. (1934). The theory of economic development.Cambridge MA: Harvard University Press.
66.
SiegelM. L. (1996). John Deere, Inc.Valueline, February 9, 1342.
67.
SlevinD. P., & CovinJ. G. (1990). Juggling entrepreneurial style and organizational structure: How to get your act together.Sloan Management Review, 31, 43–53.
68.
StevensonH. H., and JarilloJ. C. (1990). A paradigm of entrepreneurship: Entrepreneurial management.Strategic Management Journal11 (special issue), 17–27.
69.
SykesH. B. (1986). The anatomy of a corporate venturing program.Journal of Business Venturing, 1, 275–293.
70.
TullyS. (1993). The modular corporation.Fortune, 127(3), 106–114.
71.
VesperK. H. (1985). A new direction or just a new label? In KaoJ. J., & StevensonH. H. (Eds.), Entrepreneurship: What it is and how to teach it, pp. 62–76. Boston: Harvard Business School.
72.
VesperK. H. (1988). Entrepreneurial academics—how can we tell when the field is getting somewhere?Journal of Business Venturing, 3(1), 1–10.
73.
WeickK. (1979). The social psychology of organizing, 2nd edition.Reading, MA: Addison-Wesley.
74.
WestonJ. S. (1992). Soft stuff matters.Financial Executive, July/August, 52–53.
75.
WilliamsonO. E. (1985). The economic institutions of capitalism.New York: Free Press.
76.
WrightP., KrollM., TuH., & HelmsM. (1991). Generic strategies and business performance: An empirical study of the screw machine products industry.British Journal of Management, 2, 1–9.
77.
YoungJ. (1994). Innovate or die.Forbes, February 28, 106.
78.
ZahraS., & CovinJ. G. (1993). Business strategy, technology policy and firm performance.Strategic Management Journal, 14, 451–478.
79.
ZahraS., & CovinJ. G. (1995). Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis.Journal of Business Venturing, 10, 43–58.
