Modelling the role of intrapreneurial strategy-making in small firm performance

Verreynne, Martie-Louise and Meyer, Denny (2007). Modelling the role of intrapreneurial strategy-making in small firm performance. In G. T. Lumpkin and J. A. Katz (Ed.), Entrepreneurial Strategic Processes (pp. 103-130) Amsterdam, The Netherlands: JAI Press, Elsevier. doi:10.1016/S1074-7540(07)10005-2

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Author Verreynne, Martie-Louise
Meyer, Denny
Title of chapter Modelling the role of intrapreneurial strategy-making in small firm performance
Title of book Entrepreneurial Strategic Processes
Place of Publication Amsterdam, The Netherlands
Publisher JAI Press, Elsevier
Publication Year 2007
Sub-type Research book chapter (original research)
DOI 10.1016/S1074-7540(07)10005-2
Year available 2007
Series Advances in Entrepreneurship, Firm Emergence and Growth
ISBN 978-0-7623-1429-4
ISSN 1074-7540
Editor G. T. Lumpkin
J. A. Katz
Volume number 10
Chapter number 5
Start page 103
End page 130
Total pages 28
Total chapters 10
Collection year 2008
Language eng
Subjects B1
1503 Business and Management
Abstract/Summary Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes, intrapreneurial employees may influence the strategic direction of the firm, a process called intrapreneurial strategy-making. Little consideration has been given to how small firms may use this process to improve performance. To this end this paper describes the results of an empirical study conducted with 454 small firms. Analysis of the data indicates that intrapreneurial strategy-making has a significant positive relationship with firm performance, depending on the size of the firm, its organizational structure and the dynamism of the environment. It further shows that differentiation strategies may mediate this relationship.
Q-Index Code B1
Q-Index Status Confirmed Code

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Created: Mon, 31 Mar 2008, 15:57:02 EST by Karen Morgan on behalf of UQ Business School