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Entrepreneurship in Established Organizations: The Case of the Public Sector

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  • Michael H. Morris
  • Foard F. Jones

Abstract

The potential role of entrepreneurship in public sector organizations is explored. Entrepreneurship is conceptualized as a manageable process with underlying dimensions of innovativeness, risk-taking, and proactiveness. Unique characteristics of the public sector environment are examined, and a number of core principles and concepts from entrepreneurship are applied. Arguments against the application of these concepts are addressed. Results are reported of a survey of 152 public sector managers in South Africa. The findings suggest that these managers find entrepreneurship to be a salient concept for their organizations, and that the key obstacles to its implementation are very similar to those reported by corporate managers. Implications are drawn for theory and practice, and a number of suggestions are made for further research.

Suggested Citation

  • Michael H. Morris & Foard F. Jones, 1999. "Entrepreneurship in Established Organizations: The Case of the Public Sector," Entrepreneurship Theory and Practice, , vol. 24(1), pages 71-91, October.
    • Handle: RePEc:sae:entthe:v:24:y:1999:i:1:p:71-91
    DOI: 10.1177/104225879902400105
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    References listed on IDEAS

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    1. Morris, Michael H. & Sexton, Donald L., 1996. "The concept of entrepreneurial intensity: Implications for company performance," Journal of Business Research, Elsevier, vol. 36(1), pages 5-13, May.
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    5. Macmillan, Ian C. & Block, Zenas & Narasimha, P. N. Subba, 1986. "Corporate venturing: alternatives, obstacles encountered, and experience effects," Journal of Business Venturing, Elsevier, vol. 1(2), pages 177-191.
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