Series editor(s): Professor Jerome Katz and Professor Andrew C. Corbett
Subject Area: Enterprise and Innovation
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||EQUIFINALITY, CORPORATE ENTREPRENEURSHIP AND STRATEGY-STRUCTURE-PERFORMANCE RELATIONSHIPS|
|Author(s):||Daniel F Jennings, Kevin G Hindle|
|Volume:||7 ISBN: 978-0-76231-104-0 eISBN: 978-1-84950-267-2|
|Citation:||Daniel F Jennings, Kevin G Hindle (2004), EQUIFINALITY, CORPORATE ENTREPRENEURSHIP AND STRATEGY-STRUCTURE-PERFORMANCE RELATIONSHIPS, in (ed.) 7 (Advances in Entrepreneurship, Firm Emergence and Growth, Volume 7), Emerald Group Publishing Limited, pp.101-143|
|DOI:||10.1016/S1074-7540(04)07005-9 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
Thus, the preceding statements have created considerable interest in research on corporate entrepreneurship. However, from time to time, researchers in the area of corporate entrepreneurship provide new research directions by suggesting future avenues of research inquiry. One such future area for inquiry has been suggested by Dess, Lumpkin and McGee (1999) who posit that the relationship among traditional models of business-level strategy, organizational structure, organizational processes and corporate entrepreneurship is not well understood and that future research should explore those relationships. Further, Dess, Lumpkin and McKee (1999) state that the relationship between corporate entrepreneurship and organizational performance is not “immediately apparent” because Zahra and Covin (1995) report that the benefits of corporate entrepreneurship often take many years to reach fruition.
To purchase this item please login or register.
Complete and print this form to request this document from your librarian