Manufacturing regeneration through corporate entrepreneurship: Middle managers and organizational innovation
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 1 May 2005
Abstract
Purpose
To investigate the role played by corporate entrepreneurs in the strategic renewal of mature manufacturing companies.
Design/methodology/approach
A case study approach is adopted as a means of identifying links between corporate entrepreneurship and social capital. Data are drawn from a three‐year study which incorporates formal and informal interviews with 15 members of a pseudonymous company management team.
Findings
The study extends understanding of limits between corporate entrepreneurship and social capital in three ways: corporate entrepreneurs (CEs) can exploit “structural holes” for the benefit of the organisation rather than for career advancement; newcomers are more effective than insiders in overcoming the relational inertia caused by lack of external links; the bridging actions of CEs are important for linking internal activities as well as for accessing external knowledge.
Originality/value
The case is used, in combination with earlier contributions to the literature, as a basis for reconceptualizing the process of corporate entrepreneurship.
Keywords
Citation
Jones, O. (2005), "Manufacturing regeneration through corporate entrepreneurship: Middle managers and organizational innovation", International Journal of Operations & Production Management, Vol. 25 No. 5, pp. 491-511. https://doi.org/10.1108/01443570510593166
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited