This study examines a firm’s response to perceived changes in the environment, such as the growth of the digital era, at different levels of a firm—beginning with the adoption of corporate entrepreneurship (CE) down to process renewal (PR). We further explore if the technological intensity of a firm, high-tech or low-tech intensity, influences its choice of mode for organisational renewal (OR)—use of internal competence or outside acquisition—to exploit the opportunities created by the digital era. Using survey data from 170 firms, we test a sequential relationship among environmental changes (growth of the digital era), CE, OR and finally PR that involves operating procedures at the functional level. We conclude by identifying the study’s interdisciplinary contributions, which open new research avenues in the field of CE.
Joshi, M. P., Kathuria, R., & Das, S. (2018). Corporate entrepreneurship in the digital era: The cascading effect through operations. The Journal of Entrepreneurship, 28(1), 4-34. doi: 10.1177/0971355718810554
Entrepreneurship Development Institute of India
Business Administration, Management, and Operations Commons, Organizational Behavior and Theory Commons, Other Business Commons
This is a pre-copy-editing, author-produced PDF of an article accepted for publication in The Journal of Entrepreneurship, volume 28, issue 1, in 2018 following peer review. The definitive publisher-authenticated version is available online at DOI:10.1177/0971355718810554.