Edited by George Saridakis and Cary L. Cooper
Chapter 4: Promoting innovation and entrepreneurship through HR practices
Entrepreneurship is not limited to the domain of individuals and start ups, but is highly relevant to organizations seeking to adapt to complex and turbulent competitive environments. A significant proportion of innovations emerge from within existing organizations, despite the fact that established organizations may suffer from a number of innate disabilities when it comes to promoting entrepreneurial behavior. Established organizations naturally tend to be more bureaucratic, routinized, compelled to serve existing customer needs, blind to new technological developments, and hindered by their own cost structures (e.g. Christensen, 1997). On the other hand, established organizations possess significant resource advantages over new startups; they have capabilities for production, marketing and distribution of their products or services, and possess legitimacy in their strategic fields and among stakeholders, particularly potential customers and suppliers. It has long been noted that organizations differ in their capacity for behaving entrepreneurially (Miller, 1983). These differences have also been related to measures of organizational performance (e.g. Rauch et al., 2009; Zahra, 1996). Besides an established association with various performance metrics such as sales growth and financial success, entrepreneurship within organizations represents a significant outcome in its own right. Corporate entrepreneurship reflects a capacity for adaptive , and often proactive transformation, which aids adjustment to ever changing technological, economic and competitive landscapes.
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