Abstract
Despite a growing interest in corporate entrepreneurship, we know little of how managers can better utilise their firm’s absorptive capacity to increase levels of corporate entrepreneurship. Building on the attention-based view, we investigate entrepreneurial management as an attentional driver to channel absorptive capacity towards corporate entrepreneurship. From the analysis of a sample of 298 supplier companies providing products and services to the mining industries in Australia and Iran, we observed that absorptive capacity fosters corporate entrepreneurship. Our findings also demonstrate that the dimensions of entrepreneurial management differentially affect the relationship between absorptive capacity and corporate entrepreneurship. The results show that a firm’s absorptive capacity in tandem with other organisational factors may generate higher levels of corporate entrepreneurship.
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The authors gratefully acknowledge the inputs of Per Davidsson and the participants of the ACERE Paper Development Workshop on earlier versions of this manuscript.
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Appendices
Measures and items of independents and dependent variables
Corporate Entrepreneurship (Zahra 1996)
Over the last three years we have…
pioneered the development of breakthrough innovation in our industry.
been among the first to implement new processes.
been leading in the area of product and process innovations.
introduced a large number of new products and services to the market.
entered new domestic markets.
found new niches in current markets.
established or sponsored new domestic ventures.
diversified into new industries in Australia/Iran.
entered new foreign markets.
expanded our international operations.
supported start-up business activities dedicated to international operations.
changed our strategy.
initiated several programs to improve our productivity.
reorganised operations to ensure increased coordination and communication across our company.
redefined our portfolio of activities.
Absorptive capacity (Biedenbach and Müller 2012)
Acquisition
We frequently scan the environment for new technologies.
We quickly recognise trends in our industry.
We thoroughly collect industry information.
We have information on the state-of-the-art of external technologies.
Assimilation
We frequently interact with external sources to acquire knowledge.
We periodically organise meetings with external partners to acquire new knowledge.
Employees regularly approach external institutions to acquire technological knowledge.
We often gain new knowledge from interaction with our customers.Footnote 1
Maintenance
We record and store newly acquired knowledge for future reference.
We preserve relevant knowledge over time.
We communicate relevant knowledge across our company.
Reactivation
When recognising a business opportunity, we can quickly draw on our existing knowledge.
We are proficient in reactivating existing knowledge for new uses.
We quickly understand new opportunities to serve our customers with existing technologies.
Transmutation
We are proficient in transforming technological knowledge into new products or services.
We regularly match new technologies with ideas for new products or services.
We quickly recognise the usefulness of new external knowledge to our existing knowledge.
Application
Our employees readily share their expertise to develop new products or services.
We regularly apply new technologies in new products or services.
We easily implement technologies in new products or services.
It is well known who can best exploit new technologies inside our company.
Entrepreneurial management (Brown et al. 2001)
Growth strategy | ||||||||
Growth is our top objective. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Long term survival is our top objective. ® |
Our intention is to grow as big and as fast as possible. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Our intention is to expand via steady and sure growth. ® |
Strategic orientation | ||||||||
Our resources drive our business strategies. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Opportunities drive our business strategies. |
We limit the opportunities we pursue on the basis of our current resources. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We try not to be constrained by our current resources when pursuing opportunities. |
Our major strategic concern is how to best utilise the resources we control. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Our major strategic concern is to pursue opportunities we perceive as valuable. |
Resource orientation | ||||||||
We typically commit resources in a step by step manner when pursuing opportunities.a | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We typically invest heavily when pursuing opportunities. ® |
All we need from resources is the ability to use them. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We prefer to control and own the resources we use. ® |
We prefer to employ resources that we borrow or rent. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We prefer to only use our own resources. ® |
In exploiting opportunities, we feel that having the idea is more important than just having the money.a | 3 | 2 | 1 | 0 | 1 | 2 | 3 | In exploiting opportunities, we feel that access to money is more important than just having the idea. ® |
Management structure | ||||||||
We prefer tight control by means of sophisticated control and information systems. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We prefer loose, informal control by means of informal relations. |
We strongly emphasise getting things done by following formal processes and procedures. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We strongly emphasise getting things done even if this means disregarding formal procedures. |
There is a strong insistence on a uniform management style throughout the firm. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Managers’ operating styles are allowed to range freely from very formal to very informal. |
There is a strong emphasis on getting line and staff personnel to adhere closely to their formal job descriptions. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | There is strong tendency to let the requirements of the situation and the personality of the individual dictate proper job behaviour. |
We strongly emphasise holding to tried and true management principles and industry norms. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We strongly emphasise adapting freely to changing circumstances without much concern for past practices. |
Culture | ||||||||
We have many more promising ideas than we have time and resources to pursue them. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | We have difficulty finding a sufficient number of promising ideas to utilise all of our resources. ® |
Changes in the society-at-large often give us ideas for new products or services. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Changes in the society-at-large seldom lead to commercially promising ideas for our firm. ® |
We never experience a lack of ideas that we can convert into profitable products/services. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | It is difficult for our firm to find ideas that can be converted into profitable products/services. ® |
Reward philosophy (Balkin and Gomez-Mejia 1990 ) | ||||||||
Our employees are evaluated and compensated based on their responsibilities. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Our employees are evaluated and compensated based on their job performance. |
An employee’s seniority enters into pay decisions.a | 3 | 2 | 1 | 0 | 1 | 2 | 3 | An employee’s seniority does not enter into pay decisions. |
In this organisation, an employee’s job performance plays a small role in determining pay raises. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | In this organisation, pay raises are determined mainly by an employee’s job performance. |
Our pay policies emphasise short-term results. | 3 | 2 | 1 | 0 | 1 | 2 | 3 | Our pay policies emphasise long-term results. |
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Sakhdari, K., Burgers, J.H. The moderating role of entrepreneurial management in the relationship between absorptive capacity and corporate entrepreneurship: an attention-based view. Int Entrep Manag J 14, 927–950 (2018). https://doi.org/10.1007/s11365-017-0477-0
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DOI: https://doi.org/10.1007/s11365-017-0477-0