Corporate Entrepreneurship, Entrepreneurial Strategy, Strategic Change, Digital And Innovation
Lead Guest Editor:
Departement of management sciences, OCRE, EDC Paris Business school, France,
Nanterre, Hautes de seine, France
Anis Ben Salem
ISG Sousse TUNISIE
The adoption of an entrepreneurial posture appears as a necessity to face the competition but also the rigidity and the lack of creativity and innovation in organizations (Green et al, 2008, Skarmeas et al., 2016; Buekens, 2014). The expected effects of such a posture have been examined in the entrepreneurship literature and strategy (Boso et al, 2013, Lumpkin and Dess, 1996, Shan et al., 2016). Many authors consider organizational entrepreneurship as a process that contributes to the firm's survival and performance (Covin and Slevin, 1989, Lumpkin and Dess, 1996, Miller, 1983, Zahra, 1993). It results from singular processes, organizational and structural factors (Ireland et al, 2009). The major objective of this entrepreneurial behavior is the development of orientations toward the identification of opportunities (Stevenson and Jarillo, 1990).