Entrepreneurial Initiative Selling within Organizations: Towards a More Comprehensive Motivational Framework

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Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “Considering our findings, it may be worthwhile to encourage MMs with appropriate rewards for initiating change that eventually could permeate the whole organization (De Clercq, Castañer, and Belausteguigoitia, 2011).”
Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources (2016, background): “This approach makes those who espouse entrepreneurial thought and action central to our inquiry, with a particular focus on how employees’ dissatisfaction with their work context (De Clercq et al., 2011; Yuan & Woodman, 2010) influences their propensity to engage in entrepreneurial action.”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “Another example of process research in the special issue at the corporate level is provided by De Clercq et al. (2011).”
An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending (2011, background): “Though research demonstrates that R&D spending does not guarantee innovation, organizational acceptance, commercialization, or better performance (De Clercq et al., 2011), R&D spending is necessary for corporations that pursue innovation (Thornhill, 2006) and entrepreneurial exploration (Zahra,…”