Corporate Entrepreneurship, Entrepreneurial Strategy, Strategic Change, Digital and Innovation:: Special Issue

Anis Ben Salem

ISG Sousse TUNISIE, Sussex, Tunisia
Anubhuti Gupta

Amity Business School, Amity University, Greater Noida Campus, Greater Noida, India
Payal Chadha

Swiss Management Center University, Kuwait, Switzerland

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Manuscripts can be submitted until the expiry of the deadline. Submissions must be previously unpublished and may not be under consideration elsewhere.

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Published Papers

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Introduction

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).

Aims and Scope: