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Exploring strategic entrepreneurship in the public sector

Author

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  • Belinda Luke
  • Martie‐Louise Verreynne

Abstract

Purpose - The purpose of this research is to elaborate on a model of entrepreneurship within the public sector. Design/methodology/approach - Case studies involving state‐owned enterprises (SOEs) trace three examples of entrepreneurial ventures. Findings - A theme of strategic use of entrepreneurial action within these organisations emerges. It is argued that these examples are representative of both a field of enquiry and a specific concept which has been termed “strategic entrepreneurship”. Research limitations/implications - On the strength of the findings from this study we are able to draw two important conclusions. First, empirical support is found for the notion of “strategic entrepreneurship”, which is defined and explained in this paper. Second, incidences of strategic entrepreneurship are demonstrated in the SOEs, which extend the range of entrepreneurial types usually described in the public sector. Practical implications - A number of core and supporting elements of strategic entrepreneurship are identified, providing a clear framework for businesses. Originality/value - This paper progresses strategic entrepreneurship beyond the purely theoretical, by examining and analysing strategic entrepreneurship in an applied business setting, in this case public sector organisations.

Suggested Citation

  • Belinda Luke & Martie‐Louise Verreynne, 2006. "Exploring strategic entrepreneurship in the public sector," Qualitative Research in Accounting & Management, Emerald Group Publishing Limited, vol. 3(1), pages 4-26, January.
    • Handle: RePEc:eme:qrampp:11766090610659724
    DOI: 10.1108/11766090610659724
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    Cited by:

    1. Ferry, Laurence & Wegorowski, Piotr & Andrews, Rhys, 2024. "Hybridity, institutional logics and value creation mechanisms in the corporatisation of social care," The British Accounting Review, Elsevier, vol. 56(1).

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