Showing papers by "Shaker A. Zahra published in 1999"
TL;DR: This article reviewed the current state of this research by identifying key trends in 45 published empirical studies; examining the key issues addressed and methods used to examine them; and outlining six key areas that need greater attention in future research.
Abstract: Empirical research into firm-level entrepreneurship spans over a quarter of a century. This article reviews the current state of this research by identifying key trends in 45 published empirical studies; examining the key issues addressed and methods used to examine them; and outlining six key areas that need greater attention in future research.
541 citations
TL;DR: In this paper, the authors discuss the role of intrapreneurs and corporate entrepreneurship champions in the creation and use of social capital in the development of dynamic competencies, which can generate new skills, which a company can then use to reconfigure the sources of its competitive advantage.
Abstract: The literature highlights the importance of corporate entrepreneurship (CE) for improving a company's market and financial performance. This paper extends the literature by focusing on the knowledge-creation processes within a firm's formal and informal CE activities. This multifaceted knowledge, which encompasses organizational, technical, and social dimensions, is developed by individuals or groups and diffused throughout the organization. Whether radical or incremental, this knowledge can generate new skills, which a company can then use to reconfigure the sources of its competitive advantage. This paper also discusses the role of intrapreneurs and CE champions, particularly in the creation and use of social capital, in the development of dynamic competencies.
540 citations
TL;DR: A number of important conclusions are evident from the articles appearing in this special issue as mentioned in this paper, including the use of visionary and dedicated leadership, a balanced scorecard that enhances corporate accountability, and sustained investment in creating dynamic capabilities.
Abstract: Executive Overview Tomorrow's global marketplace will reward companies that value entrepreneurial risk-taking, invest heavily in developing their intellectual capital, promote individual growth, and adopt policies that are environmentally friendly. Successful competitiveness in the 21st century will demand the use of visionary and dedicated leadership, a balanced scorecard that enhances corporate accountability, and sustained investment in creating dynamic capabilities. It will also require the effective management of intangible resources and assets to achieve growth. A number of important conclusions are evident from the articles appearing in this special issue.
279 citations
01 Jan 1999
166 citations
144 citations
TL;DR: In this paper, the authors compared the manufacturing strategies of corporate and independent new ventures and examined the performance effects of manufacturing strategy variables including scope, competitive thrust, and capabilities, and found that different dimensions of manufacturing strategies affect the performance of corporate vs independent ventures quite differently.
79 citations
76 citations
TL;DR: The dynamic interplay between a company's technology and competitive strategies emphasizes the importance of organizational learning and exploiting the knowledge created in this process as mentioned in this paper, and the implications of the dynamic perspective for executive action, highlighting industry forces that may impact the dynamic strategy relationship.
37 citations
23 citations
TL;DR: The Dynamic Firm: The Role of Technology, Strategy, Organization and Regions as mentioned in this paper is a book about the role of technology, strategy, organization, and regions in the dynamic firm.
Abstract: The article reviews the book ‘The Dynamic Firm: The Role of Technology, Strategy, Organization and Regions,’ edited by Alfred D. Chandler Jr., Peter Hagstrom and Orjan Solvell.
12 citations