Search
  Advanced Search
 
Journal search
Journal cover: Journal of Management Development

Journal of Management Development

ISSN: 0262-1711

Online from: 1982

Subject Area: Human Resource Management

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

Drivers and enablers of corporate entrepreneurship: Case of a software giant from India


Document Information:
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
Abstract:

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.



Fulltext Options:

Login

Login

Existing customers: login
to access this document

Login


- Forgot password?
- Athens/Institutional login

Purchase

Purchase

Downloadable; Printable; Owned
HTML, PDF (230kb)Purchase

To purchase this item please login or register.

Login


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian


Marked list


Bookmark & share

Reprints & permissions