Online from: 1995
Subject Area: Enterprise and Innovation
|Title:||Developing a conceptual framework of strategic entrepreneurship|
|Author(s):||Belinda Luke, (Queensland University of Technology, Brisbane, Australia), Kate Kearins, (Auckland University of Technology, Auckland, New Zealand), Martie-Louise Verreynne, (University of Queensland, Brisbane, Australia)|
|Citation:||Belinda Luke, Kate Kearins, Martie-Louise Verreynne, (2011) "Developing a conceptual framework of strategic entrepreneurship", International Journal of Entrepreneurial Behaviour & Research, Vol. 17 Iss: 3, pp.314 - 337|
|Keywords:||Entrepreneurs, Management strategy, New Zealand, Public sector organizations|
|Article type:||Research paper|
|DOI:||10.1108/13552551111130736 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This paper aims to examine the integration of entrepreneurship and strategy to develop a conceptual framework of strategic entrepreneurship. The framework is developed through an analysis of theory and refined through an examination of practice.
Design/methodology/approach – This framework is considered in the context of potentially entrepreneurial and strategic activity undertaken by 12 of the 17 state-owned enterprises (SOEs) operating in New Zealand in 2006-2007. Based on a review of documents, observation, and interviews with SOE executives, cases of 12 SOE activities were analysed to compare and contrast strategic entrepreneurship in practice.
Findings – The findings reveal distinct elements within the four activities classified as strategic entrepreneurship, activities, such as leveraging from core skills and resources from a strategic perspective, and innovation from an entrepreneurial perspective.
Originality/value – This study is one of the first to examine the nature of strategic entrepreneurship in practice and the associated financial returns.
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