The relationship between corporate entrepreneurship and strategic management

Article Abstract:

A study examined the relationship between strategic management practices and corporate entrepreneurship intensity. This investigation focused on five dimensions of the strategic management process: scanning intensity, planning flexibility, planning horizon, locus of planning and control attributes. Data on 169 manufacturing firms were collected through a self-report mail survey and the Compustat Annual Data Tape. Findings supported the view that the nature of a firm's strategic management practices has an effect on its entrepreneurial intensity. In particular, a positive relationship was found between entrepreneurship intensity and all the strategic dimensions, except planning horizon. Management implications of these results are discussed.

Management Theory & Techniques, Planning, Business planning

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Entrepreneurship and paths to business ownership

Article Abstract:

A survey of 1,756 owner-managers of businesses was used to correlate degrees of entrepreneurship to background characteristics, innovations and attitudes, previous careers, incubator organizations, and the process of starting a new business enterprise. Different paths to ownership include starting, purchasing, inheriting, being promoted, or being brought in by existing owners. Order of decreasing degree of entrepreneurship was started, purchased, inherited, and brought in or promoted, according to the correlation of attitudes with each path.

Business enterprises

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Franchising, brand name capital, and the entrepreneurial capacity problem

Article Abstract:

Vertical integration results in increased firm size and the related problem of monitoring employees. This phenomenon is part of what is known as the entrepreneurial capacity problem. This problem can be circumvented, and larger-scale retail outlets can be created by quasi-vertical integration through franchising. Data from the food and lodging industries indicate that the physical dispersion of outlets and the value of brand name capital increase the entrepreneurial capacity problem, but franchising offsets these factors.

Franchises

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