Developing a conceptual framework of strategic entrepreneurship

Belinda Luke · Kate Kearins · Martie‐Louise Verreynne

59 citations0/0 files storedInternational Journal of Entrepreneurial Behaviour & Research

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Entrepreneurship Studies and Influences Business Strategies and Innovation Innovation and Knowledge Management

Abstract

Purpose This paper aims to examine the integration of entrepreneurship and strategy to develop a conceptual framework of strategic entrepreneurship. The framework is developed through an analysis of theory and refined through an examination of practice. Design/methodology/approach This framework is considered in the context of potentially entrepreneurial and strategic activity undertaken by 12 of the 17 state‐owned enterprises (SOEs) operating in New Zealand in 2006‐2007. Based on a review of documents, observation, and interviews with SOE executives, cases of 12 SOE activities were analysed to compare and contrast strategic entrepreneurship in practice. Findings The findings reveal distinct elements within the four activities classified as strategic entrepreneurship, activities, such as leveraging from core skills and resources from a strategic perspective, and innovation from an entrepreneurial perspective. Originality/value This study is one of the first to examine the nature of strategic entrepreneurship in practice and the associated financial returns.

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References

1991Firm Resources and Sustained Competitive Advantage 2000Dynamic capabilities: what are they?1776An Inquiry into the Nature and Causes of the Wealth of Nations 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?1994Competing for the Future 2007Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box 2007A Paradigm of Entrepreneurship: Entrepreneurial Management*

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