Entrepreneurial articles - Hornsby et al. Managers corporate entrepreneurial actions: examining perception and position

6 important questions on Entrepreneurial articles - Hornsby et al. Managers corporate entrepreneurial actions: examining perception and position

The study of Hornsby et al. researches corporate entrepreneurship at different management levels. They found that the relationship between perceived international antecedents and corporate entrepreneurship actions is different per management level. Which 2 findings do they have?

1 The positive relationship between managerial support and entrepreneurial action is more positive for senior/middle level management than for firstlevel(lower)management.
2 The positive relationship between work discretion and entrepreneurial action is more positive for senior/middle level management than for firstlevel(lower)management.

What is the main founding of the research?

That managers of different levels have different roles that provide more or less structural ability to implement entrepreneurial ideas. The corporate entrepreneurship strategies need to be more defined at different levels of the organization.

The research of Hornsby makes 2 contributions. The first is that this research distinguish the different groups in organizations that has to implement corporate entrepreneurship, instead of seeing the organization as a whole. But different manager levels, have different roles. What is the 2nd contribution?

Corporate entrepreneurship strategies need to be more fine-grained, focusing on each specific level. Strategies need to be more concerned with the perception of managers and second the position of the managers.
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Where do Burgelman and Horsnby differ regarding corporate entrepreneurship and managerial levels?

Burgelman: first-level managers in a bottom-up process of corporate entrepreneurship
Hornsby: Counter-weight this bottom-up. Because: given a specific org. environment, more senior managers have greater structural ability to make more of the conditions and thus implement more entrepreneurial ideas than first-level managers do.

What is the explanation of Hornsby that higher management is more likely to implement entrepreneurials ideas than lower management?

Lower level management didn't see a link between an environment of work discretion and their own activities. Garvin&Levesque refer to this as a two cultures problem: org. focus on improvement through stability and efficiency (= traditional). Corporate entrepreneurship (CE) needs melded (samengesmolten) cultures. But it's possible that when the CE strategy isn't integrated in the lower levels of management, this will increase the traditional practices. Also may specific control systems lead to lower managers spending more time on standard procedures and hereby less time for entrepreneurial behavior.

Hornsby concludes that you shouldn't treat all the managers the same, because they have different roles. The context is important. Name 4 differences:

1 Top management support = more at senior/middle level
2 Work discreation/autonomy = more at senior/middle level
3 Time availability = more at senior/middle level
4 Perceived rewards = most at first-level.
These drivers of corporate entrepreneurship have to be connected to individual actions.

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