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THE RELATIONSHIP BETWEEN CORPORATE ENTREPRENEURSHIP AND STRATEGIC MANAGEMENT
BRUCE R. BARRINGER1* AND ALLEN C. BLUEDORN
College of Business Administration , University of Central Florida, Orlando, Florida, U.S.A
College of Business and Public Administration, University of Missouri – Columbia, Columbia, Missouri,U.S.A
BRUCE R. BARRINGER1* AND ALLEN C. BLUEDORN
This study examines the relationship between corporate entrepreneurship intensity and ﬁve speciﬁc strategic management practices in a sample of 169 U.S. manufacturing ﬁrms. The ﬁve strategic management practices include: scanning intensity, planning ﬂexibility, planning horizon, locus of planning, and control attributes. The results of the study indicated a positive relationship between corporate entrepreneurship intensity and scanning intensity, planning ﬂexibility, locus of planning, and strategic controls. The ﬁne-grained nature of these results may be of practical use to ﬁrms that are trying to become more entrepreneurial and may help researchers better understand the subtleties of the interface between strategic management and corporate entrepreneurship.
Copyright 1999 John Wiley amp; Sons, Ltd.
Many authors have singled out corporate entrepreneurship as an organizational process that contributes to ﬁrm survival and performance (Covin and Slevin, 1989; Drucker, 1985; Lumpkin and Dess, 1996; Miller, 1983; Zahra, 1993). In short, these authors argue that entrepreneurial attitudes and behaviors are necessary for ﬁrms of all sizes to prosper and ﬂourish in competitive environments. As a result of these sentiments, a growing body of literature is evolving to help ﬁrms understand the organizational processes that facilitate entrepreneurial behavior (Covin and Slevin, 1991a; Guth and Ginsberg, 1990; Miller, 1983; Sathe, 1988; Zahra, 1991). This stream of research is extremely valuable because a ﬁrmrsquo;s ability to increase its entrepreurial behavior is largely determined by the compatibility of its management practices with its entrepreneurial ambitions (Murray, 1984). Among the management practices believed to facilitate entrepreneurial behavior are a ﬁrmrsquo;s strategic management practices (e.g., Covin and Slevin, 1991a; Miller, 1983; Murray, 1984; Zahra, 1991). This research is consistent with the general notion that a ﬁrmrsquo;s strategic management practices should be tailored to support its organizational objectives and context (Chakravarthy, 1987; Child, 1972).
Unfortunately, no study has focused speciﬁcally on the relationship between a ﬁrmrsquo;s strategic management practices and its entrepreneurial intensity. Instead, the studies that have examined the organizational characteristics that facilitate entrepreneurial behavior have looked at a broad array of variables and have not provided extensive insight about the impact of a ﬁrmrsquo;s strategic management practices on its entrepreneurial intensity.
To develop a more comprehensive picture of how a ﬁrmrsquo;s strategic management practices inﬂuence its entrepreneurial behavior, we examined the relationship between the strategic management practices and corporate entrepreneurship intensity of a sample of 169 U.S. manufacturing ﬁrms.
We selected ﬁve dimensions of the strategic management process to include in the study, including scanning intensity, planning ﬂexibility, planning horizon, locus of planning, and control attributes.
The process of selecting the dimensions of strategic management to include in the study struck a balance between completeness and parsimony.
In designing the study, we sought to include enough dimensions of strategic management to reﬂect the overall essence of the strategic management process while keeping the number of dimensions manageable and theoretically relevant.
Accordingly, the dimensions of strategic management were selected through a literature review focused on identifying the areas of strategic management most relevant to the pursuit of corporate entrepreneurship. Thus the approach taken in this study was to examine the relationship between each of the dimensions of strategic management included in the study and a ﬁrmrsquo;s corporate entrepreneurship intensity.
This article proceeds in the following manner. First, we provide a review of the corporate entrepreneurship literature. Second, we examine and discuss the relationship between each of the dimensions of strategic management included in the study and corporate entrepreneurship intensity, and we articulate a research hypothesis to summarize each of the individual discussions. Third, we describe the research design and report the results of the hypothesis tests. Finally, we examine the implications of the results for managers and researchers.
许多作者单挑公司创业为助于生存和绩效公司的某组织过程（Covin and Slevin, 1989; Drucker, 1985; Lumpkin and Dess, 1996; Miller, 1983; Zahra, 1993)。总之，这些作者认为，无论企业的规模多大为了在竞争环境保持有效值繁荣，蓬勃发展有创业性的态度和行为是必要的。由于这些情绪的结果，文学越来越多的不断发展，以帮助企业理解促进创业行为的组织过程(Covin and Slevin, 1991a; Guth and Ginsberg, 1990; Miller, 1983; Sathe, 1988; Zahra, 1991)。 这系列的研究有极端的价值因为 某企业提高创业行为的能力在很大程度上取决于其管理实践与创业雄心的兼容性决定(Murray, 1984)。
企业的战略管理实践被认为是促进创业行为的管理办法之一。（例如，Covin and Slevin, 1991a; Miller, 1983; Murray, 1984; Zahra, 1991)。这项研究是与战略管理行为应当符合支持其组织目标和背景的一般概念是一致的(Chakravarthy, 1987; Child, 1972) 。