Managers' corporate entrepreneurial actions: Examining perception and position

By J. Hornsby, D. Kuratko, Dean A. Shepherd, Jennifer Bott. 2009

446 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/93e66031a7d9dca05b7ac963a49e46d35d382aaf

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In Business and International Management

In Management of Technology and Innovation

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Citations in the corpus

Dynamic Capabilities and Entrepreneurial Management in Large Organizations: Toward a Theory of the (Entrepreneurial) Firm (2016, background): “A more recent study (Hornsby et al., 2009) of over 400 managers from a variety of companies also looked at the role of lower-level, front-line managers.”
The entrepreneurial imperative of the 21st century (2009, background): “Those at the middle and lower ranks of an organizationhavea tremendouseffect onentrepreneurial and strategic processes, and significant roleswithin those processes (Hornsby et al., 2009).”
Corporate entrepreneurship: the innovative challenge for a new global economic reality (2015, background): “In this area, researchers have explored the motivation of corporate entrepreneurs, emotions, transformational leadership, position of managers, project failure and grief, and issues of middle managers (Marvel et al. 2007; Brundin et al. 2008; Ling et al. 2008; Hornsby et al. 2009; Shepherd et al. 20”
Employee intrapreneurship and work engagement: A latent change score approach (2017, background): “First, because employee intrapreneurship has been found related to demographic characteristics and hierarchical position in the organization (De Jong et al., 2013; Hornsby et al., 2009), we controlled for age, education, gender, salary scale, and tenure.”
Turning Agents into Psychological Principals: Aligning Interests of Non‐Owners Through Psychological Ownership (2013, unknown): “For example, senior managers explicitly ‘identify effective means through which new businesses can be created or existing ones reconfigured ’ (Hornsby et al., 2009, p. 236) and scan the environment for opportunities and threats (Kraut et al., 2005).”
Making sense of the elusive paradigm of entrepreneurship (2015, background): “1990; Hornsby et al. 2009). For example, Kuratko et al. (2005) developed a model that depicted the organizational antecedents of middle-”
Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation (2013, background): “…knowledge, and thus enriches the firm’s collective knowledge base (De Luca & Atuahene-Gima, 2007; Love & Roper, 2009), enhancing its ability to create the new knowledge needed to recognize and exploit entrepreneurial opportunities (Cohen & Levinthal, 1990; Floyd & Lane, 2000; Hornsby et al., 2009).”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “Some of the research in the corporate entrepreneurship area focuses on the entrepreneurial vision of the top executives as well as the organizational architectures needed to facilitate new ventures (Hornsby et al., 2009; Ireland et al., 2009).”
Understanding, differentiating, and measuring opportunity recognition and opportunity exploitation (2017, unknown): “Executive managers are known to play an important role in the success of corporate entrepreneurship initiatives (Hornsby et al., 2009).”