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Managers' corporate entrepreneurial actions: Examining perception and position

Author

Listed:
  • Hornsby, Jeffrey S.
  • Kuratko, Donald F.
  • Shepherd, Dean A.
  • Bott, Jennifer P.

Abstract

Are organizational factors that support entrepreneurial action supportive for all? We use the literatures on corporate entrepreneurship and managerial levels to propose that managers differ in structural ability to make the most of their organizational environment. Using a sample 458 managers and moderated Poisson regression analysis we found that the relationship between managers' perceptions of the organizational environment and the number of entrepreneurial ideas implemented varied across managers of different structural levels. Specifically, (1) the positive relationship between managerial support and entrepreneurial action is more positive for senior and middle level managers than it is for lower- (first) level managers, and (2) the positive relationship between work discretion and entrepreneurial action is more positive for senior and middle level managers than it is for first-level managers. These findings suggest that managerial level provides a structural ability to "make more of" organizational factors that support entrepreneurial action.

Suggested Citation

  • Hornsby, Jeffrey S. & Kuratko, Donald F. & Shepherd, Dean A. & Bott, Jennifer P., 2009. "Managers' corporate entrepreneurial actions: Examining perception and position," Journal of Business Venturing, Elsevier, vol. 24(3), pages 236-247, May.
    • Handle: RePEc:eee:jbvent:v:24:y:2009:i:3:p:236-247
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    References listed on IDEAS

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