Jeffrey S. Hornsby

A proposed research model of entrepreneurial motivation

Drawing on the literature involving the venture start-up process, integrated with motivational theory from the field of organizational behavior, a model describing the factors that affect firm start-up, strategic implementation, and the entrepreneurs decision to sustain entrepreneurship is proposed. Several hypotheses for future research are suggested.

A Model of Middle-Level Managers' Entrepreneurial Behavior

Middle–level managers’ entrepreneurial behavior is linked to successful corporate entrepreneurship. Herein, we integrate knowledge about corporate entrepreneurship and middle–level managers’ behaviors to develop and explore a conceptual model. The model depicts the organizational antecedents of middle–level managers’ entrepreneurial behavior, the entrepreneurial actions describing that behavior, and outcomes of that behavior as well as factors influencing its continuance. Following discussion of the models contents, we describe its potential value for researchers and those engaging in corporate entrepreneurship.

An Interactive Model of the Corporate Entrepreneurship Process

A review of the intrapreneurship and entrepreneurship literature suggests that there may be consistent organizational and Individual characteristics that lead to intrapreneurial behavior. To date, very little research exists which attempts to establish a theoretical framework or model that outlines the various components, Including Individual and organizational characteristics that affect the corporate entrepreneurship process. This paper proposes a model that explains the intrapreneurial process based on a review of past theoretical and empirical research.

Perception of Internal Factors for Corporate Entrepreneurship: A Comparison of Canadian and U.S. Managers:

The purpose of this study was to expand on the previous research conducted by Kuratko, Montagno, and Hornsby (1990) and Hornsby, Montagno, and Kuratko (1992), which was limited to two American samples. The main hypothesis is that, due to the cultural differences that exist between the U.S. and Canada, there will be differences in responses of U.S. and Canadian managers to factors perceived to be part of an organizational culture that fosters entrepreneurial behavior. The findings suggest the following: U.S. and Canadian managers perceive the workplace similarly in terms of entrepreneurial climate; levels of intrinsic satisfaction of Canadian managers are lower than in the U.S.; overall levels of entrepreneurial behaviors are similar between the U.S. and Canada; but for Americans, entrepreneurial behavior is significantly related to the existence of particular organizational factors.

Quality Practices for a Competitive Advantage in Smaller Firms

This exploratory study examines the quality practices used in smaller entrepreneurial firms. The current literature defines flexibility as one of the primary competitive priorities for smaller firms. This study develops an exploratory proposition that relates the characteristics of quality systems used by small firms, and their value, to the competitive priority of flexibility. A survey of 184 small firms in the U.S. was conducted using the classification scheme for quality systems consistent with the Malcolm Baldridge National Quality Award (MBNQA) performance criteria. Overall, the results support the proposition that small firms tend to employ quality practices that enable change and that position the firm to pursue flexibility as a competitive priority. The paper concludes with a discussion of the insights generated by the findings and directions for future research.

Sustaining Corporate Entrepreneurship Modelling Perceived Implementation and Outcome Comparisons at Organizational and Individual Levels

This paper seeks to develop an exploratory model illustrating the critical elements needed for a sustained corporate entrepreneurship. Specifically, the model integrates and extends previous models that have examined the organizational or individual components of entrepreneurial activity. The proposed model provides additional theoretical foundation emphasizing the importance of perceived implementation/output relationships at both the individual and organizational level. The perceived satisfaction of these relationships provides the basis for whether or not a corporate entrepreneurial activity will be sustained.

The Politics of Pay The Use of Influence Tactics in Job Evaluation Committees

Forty-four job evaluators, selected from eight different job evaluation teams, were asked to complete a survey describing their perceptions of various interpersonal influence tactics as applied to the group dynamics of job evaluation committees. In addition, measures were obtained for gender, self-esteem, need for dominance, and need for affiliation, for each job evaluator. Multiple regressions indicated a number of significant relationships between individual-difference variables and the self- reported use of interpersonal influence strategies in job evaluation committees. Results are discussed in terms of their implications for the group dynamics involved within job evaluation committees.

The Relationship of Stakeholder Salience, Organizational Posture, and Entrepreneurial Intensity to Corporate Entrepreneurship

There is a dearth of literature on stakeholder relationships and organizational posture as they affect entrepreneurial intensity inside established organizations. Corporate entrepreneurs are depicted as those managers or employees who do not follow the status quo and increase the entrepreneurial intensity of a firm. A stakeholder theory framework is presented as a guideline for exploring the relationship between stakeholder salience, organizational posture, and entrepreneurial intensity. This paper presents the view that if a company is to be more entrepreneurial, it must first consider its stakeholders as a source of opportunity and acceptance of new ideas.

CORPORATE ENTREPRENEURSHIP BEHAVIOR AMONG MANAGERS: A REVIEW OF THEORY, RESEARCH, AND PRACTICE

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with the challenge of simultaneously developing and nurturing both today’s and tomorrow’s core competencies, firms increasingly rely on effective use of corporate entrepreneurship (Covin & Miles, 1999). These facts make it imperative that managers at all levels actively participate in designing and implementing a strategy for corporate entrepreneurship actions. The recent literature reveals that there is a general although certainly not a complete consensus around the position that successful corporate entrepreneurship (CE) is linked to improvement in firm performance (Ireland et al., 2001). Covin, Ireland and Kuratko (2003) suggest that corporate entrepreneurship is increasingly recognized as a legitimate path to high levels of organizational performance and that the understanding of corporate entrepreneurship as a valid and effective practice with real, tangible benefits is occurring across firm type and managerial levels. Other researchers cite corporate entrepreneurship’s importance as a growth strategy (Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Zahra, 1991; Zahra & Covin, 1995; Zahra, Kuratko & Jennings, 1999). As an example, Dess, Lumpkin and McGee (1999) note that, “Virtually all organizations – new start-ups, major corporations, and alliances among global partners – are striving to exploit product-market opportunities through innovative and proactive behavior” – the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “…entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing an internal environment that cultivates employees’ interest in and commitment to creativity and the innovation that can result from it contributes to successful competition in today’s competitive arenas. A valuable and appropriate internal organizational environment is a product of effective work (often within the context of corporate entrepreneurship) by managers at all levels (Floyd & Lane, 2000).

What is in a name: The impact of job titles on job evaluation results

The effect of job title status on job evaluation ratings was examined. Eighty-six personnel management students used the Factor Evaluation System (FES) to evaluate two job descriptions. One of three different forms of a secretary and accountant job description, differing only on the status of the job title, was randomly assigned to the subjects. The results showed that job title status significantly influenced job evaluation ratings for both the accounting and secretarial jobs. The implications of these findings are discussed and recommendations are made to avoid the contamination of job evaluation results by job title status.