Online from: 1982
Subject Area: Human Resource Management
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|Title:||Drivers and enablers of corporate entrepreneurship: Case of a software giant from India|
|Author(s):||B.R. Bhardwaj, (Indian Institute of Technology, New Delhi, India), Sushil, (Indian Institute of Technology, New Delhi, India), K. Momaya, (Indian Institute of Technology, New Delhi, India)|
|Citation:||B.R. Bhardwaj, Sushil, K. Momaya, (2011) "Drivers and enablers of corporate entrepreneurship: Case of a software giant from India", Journal of Management Development, Vol. 30 Iss: 2, pp.187 - 205|
|Keywords:||Competitive advantage, Entrepreneurialism, India, Organizational innovation|
|Article type:||Case study|
|DOI:||10.1108/02621711111105777 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to study the various systems, processes, tools and mechanisms related to vision, team management, and compensation for stimulating entrepreneurial behavior within the organization.
Design/methodology/approach – The paper develops a historical analysis of the reasons why the company implemented corporate entrepreneurship (CE), reflecting upon the various systems and processes the company adopted to design vision, team management, and compensation structures to stimulate entrepreneurship within the organization. It elaborates on how these initiatives have helped the organization to reach its goals in innovation and new business creation and be competitive.
Findings – The paper identifies the current major challenges the company faced in designing the vision and the processes and systems to support it such as the design of appropriate structure to enable proper communication and interaction between departments. The paper develops a model showing top-down and front-line CE processes. The design of appropriate reward structure should complement the vision of the company. These are some of the drivers of corporate entrepreneurship as a guiding force for continuous future development.
Research limitations/implications – The study contributes by describing a guiding model on the basis of case study research, which shows the top-down and front-line CE processes to stimulate entrepreneurial behavior within the organization. Future researchers can study this model and its impact on the CE outcomes in terms of performance and competitiveness.
Practical implications – This model describes the various processes including how executives can champion entrepreneurial initiatives, support and monitor the business unit. The study also suggests how an organization can effectively allocate resources to support entrepreneurial activities.
Originality/value – The paper identifies the current design challenges facing the organization and describes some of the processes to codesign the objectives and goals, compensation and design of new venture teams.
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