Abstract

Prior work conceptualizes corporate entrepreneurship strategy as a strategic-oriented, organization-wide reliance on entrepreneurial behavior in pursuit of sustained competitive advantage. Little theory, however, predicts strategic orientation’s effect on concrete behaviors that, in turn, beget corporate entrepreneurship and whether begetting behaviors differ across contexts. This study associates entrepreneurial orientation with corporate entrepreneurship through two opportunity-identifying behaviors: responsive sensing and active sensing. I posit and find in distinct samples of manufacturing and service organizations that entrepreneurial orientation affects corporate entrepreneurship through responsive sensing in manufacturing, and through active sensing in manufacturing and services. This research advances theory on context-specific corporate entrepreneurship strategies.

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