Managers’ Corporate Entrepreneurial Actions and Job Satisfaction

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Understanding, differentiating, and measuring opportunity recognition and opportunity exploitation (2017, background): “On the one hand, in order to create sufficient variance, the goal was to select a population of which a substantial part could be expected to be recognizers of entrepreneurial opportunities and another substantial part could be expected to be nonrecognizers of the same (Kuratko et al., 2005b).”
The influence of transformational leadership and organizational identification on intrapreneurship (2011, background): “…and middle managers play a vital role in creating an organizational environment that promotes and facilitates intrapreneurship (Hornsby et al. 2002; Kuratko et al. 2005b), They can lead their subordinates to embrace intrapreneurial activities in many forms, including the championing of innovative…”
Managers' corporate entrepreneurial actions: Examining perception and position (2009, background): “Although there is a broadly held belief that managers are an important part of this entrepreneurial process (Kuratko et al., 2005a), the CE literature predominantly treats managers as a homogenous group.”