Non-market Entrepreneurship

Non-market Entrepreneurship

Interdisciplinary Approaches

Edited by Gordon E. Shockley, Peter M. Frank and Roger R. Stough

As defined by the editors of this book, ‘non-market entrepreneurship’ consists of all forms of entrepreneurship not being undertaken solely for purposes of profit maximization or commercialization, and encompasses entrepreneurial activities such as social enterprise and entrepreneurship, public sector entrepreneurship, policy entrepreneurship, non-profit entrepreneurship, and philanthropic enterprise, among many others. The eminent cast of contributors gives coherence to the academic and public discussions on the topic, builds a theoretical edifice within the field of entrepreneurship and helps to establish and delineate the contours of the research field of non-market entrepreneurship.

Chapter 7: Intrapreneurship in the Public Sector

Roger R. Stough and Kingsley E. Haynes

Subjects: business and management, entrepreneurship, public management, social entrepreneurship, development studies, social entrepreneurship, politics and public policy, public administration and management, public policy, social entrepreneurship


Roger R. Stough and Kingsley E. Haynes INTRODUCTION The notion of public sector entrepreneurship may initially seem to be an oxymoron. Entrepreneurship is associated with private sector economics and the singular pursuit of profit (albeit pure profit), whereas the public sector is motivated by various objectives other than profit in the business meaning of the term. However, we argue herein that the attributes of entrepreneurship, though definitive from a private sector perspective, also offer a meaningful construct for the public sector. In fact, entrepreneurial behavior already exists in the public sector. We discuss different types of public sector entrepreneurship and derive a model of intrapreneurship in the public sector. We provide examples to articulate the role and practice of entrepreneurship in the public sector; we offer initial guidelines for the formulation of a public sector training program for agencies and individual public officials. The chapter begins with a discussion of the definition of entrepreneurship, followed by an examination of the ways entrepreneurship has found expression in the public sector. We conclude from this discussion that existing approaches lack a conceptual framework to guide the application of entrepreneurship to public sector operations. It is then argued that the private sector concept of intrapreneurship provides one possible conceptual framework for the study and practice of public sector entrepreneurship. An analysis of this concept follows with an assessment of its applicability to the public sector. It is concluded that this is a useful way...

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