Beruflich Dokumente
Kultur Dokumente
FINANCIAL OUTCOMES
OF CORPORATE
ENTREPRENEURSHIP=
AN EXPLORATORY STUDY
SHAKER A. ZAHRA
George Mason University
Address correspondence to Prof. Shaker A. Zahra, Department of Management, School of Business Admin-
istration, George Mason University, Fairfax, VA 22030.
I acknowledge with appreciation the helpful comments by Jeff Covin, Ari Ginsberg, Dan Jennings, William
Schulte, Jr., and two anonymous reviewers on earlier drafts of this paper. Katherine Swenson, Jaideep Puri, and
Patricia H. Zahra’s editorial suggestions have also improved this manuscript significantly. I gratefully acknowledge
the financial support from George Mason University and its School of Business Administration.
259
260 S.A. ZAHRA
corporate entrepreneurship activities are associated with company financial performance and re-
duced systematic risk.
INTRODUCTION
The 1980s witnessed the emergence of corporate entrepreneurship as a centerpiece in or-
ganizational efforts aimed at enhancing product innovativeness, risk-taking, and proactive
responses to environmental changes (Covin and Slevin 1988; Miller 1983; Pinchot 1985;
Slevin and Covin 1989; Wortman 1987). Corporate entrepreneurship offered a means of
revitalizing large corporations’ ability to innovate and compete effectively, improve employee
morale and productivity, enhance financial performance, and reduce business risk (Serpa
1987). However, despite the proliferation of writings on the topic, only a few studies have
systematically examined the effect of corporate entrepreneurship on company performance
(e.g., Biggadike 1979; Block 1989; Miller and Camp 1985; Zahra 1986). As a result,
evidence on the utility of corporate entrepreneurship has been tentative and largely testimonial
in nature. This has raised concern that corporate entrepreneurship was fast becoming a
managerial fad (Duncan et al. 1988). Also, this absence of credible evidence on the utility
of corporate entrepreneurship has been compounded by a lack of attention to identifying its
antecedents. Thus, conditions under which corporate entrepreneurship becomes viable are
unclear. For this reason, executives looking to the literature for guidance on corporate
entrepreneurship will find it replete with case studies and illustrative examples that lack a
unifying framework. Such a framework is essential to set the stage for research on corporate
entrepreneurship, and for guiding executive actions to stimulate corporate entrepreneurship.
CORPORATE ENTREPRENEURSHIP
Today, there is no universally acceptable definition of corporate entrepreneurship (Jennings
and Lumpkin 1989; Wortman 1987). Authors use many terms to refer to different aspects
of corporate entrepreneurship; intrapreneurship (Pinchot 1985), internal corporate entrepre-
neurship (Schollhammer 1982), corporate venture (Ellis and Taylor 1987), and internal
corporate venture (Burgelman and Sayles 1986). Regardless of the label, corporate entre-
preneurship refers to the process of creating new business within established firms to improve
CORPORATE ENTREPRENEURSHIP STUDY 261
organizational profitability and enhance a company’s competitive position (for a review, see
Ronen 1988) or the strategic renewal of existing business.
Corporate entrepreneurship entails creating new business by redefining the firm’s prod-
ucts (or services) or by developing markets. Redefinition of a firm’s products involves revising
the concept of the existing business by developing or introducing new products, services,
or technologies (Rule and Irwin 1988). Revising the business occurs through adding new
business to a firm’s portfolio through acquisitions and joint ventures, or internal develop-
ments, product introductions, and market development, or both. For instance, Boeing has
recently established a joint venture (with two other companies) to market the financial
packages Boeing offers its customers.
Within the context of corporate entrepreneurship, market development can occur by
locating new markets for existing products (MacMillan and Day 1987). An example is
Heinz’s recent emphasis on the institutional market, such as prisons, to increase ketchup
sales (Kotler 1989). Market development can also occur through creating markets for products
newly developed by the firm, as in Rubbetmaid’s recently formed joint venture with a Dutch
chemical group, DSM, to produce and market housewares and plastic furniture in Europe,
the Middle East, and North Africa. The same principle underlies McDonnel Douglas’ venture,
which will sell IBM products to its customers, thereby providing additional services to
Douglas’ existing markets (Kanter 1990).
Creation of a new business through market and product developments requires risk-
taking and careful articulation of the firm’s competitive posture or altering the rules of the
competitive game (Murray 1985). Therefore, corporate entrepreneurship also embodies ad-
ministrative processes aiming to seize opportunities in the firm’s competitive environment
(Ellis and Taylor 1987; Zahra 1989). These innovative managerial practices can take place
at almost every functional area within the corporation, with the intent of creating momentum
to increase innovations in products or markets (Morris et al. 1988). Thus, corporate entre-
preneurship takes place at the corporate, division (business) or project levels in a company
(Morris and Gordon 1987). A noteworthy example of such functional corporate entrepre-
neurship is Zenith Electronic’s marketing venture with Hewlett-Packard, whereby Zenith
has expanded its laptop market presence.
Corporate entrepreneurship activities can be internally or externally oriented
(MacMillan et al. 1986). Internal activities are typified as “the development within a large
organization of internal markets and relatively small and independent units designed to
create internal test-markets or expand improved or innovative staff services, technologies,
or production methods within the organization” (Nielson et al. 1985, p. 181). These ac-
tivities may cover product, process, and administrative innovations at various levels of
the company (Burgelman and Sayles 1986; Kanter 1989; Zahra 1989). External efforts
entail mergers, joint ventures, or acquisitions. For example, in 1984, Rubbermaid entered
the toy industry by acquiring Little Tikes, a successful toymaker. Even though internal
and external corporate entrepreneurship complement each other, the factors that lead to
their pursuit are not well understood.
Whether internal or external in focus, corporate entrepreneurship activities can be
formal or informal (Burgelman and Sayles 1986). Although some firms designate a unit
to spearhead corporate entrepreneurship activities, not all initiatives originate from these
units. Informal efforts occur autonomously, with or without the blessing of the official
organization (Ronen 1988). Such informal activities can result from individual creativity
or pursuit of self-interest, and some of these efforts eventually receive the firm’s formal
recognition and thus become an integral part of the business concept (Burgelman and Sayles
262 S.A. ZAHRA
Corporate entrepreneurship refers to formal and informal activities aimed at creating new
business in established companies through product and process innovations and market
developments. These activities may take place at the corporate, division (business),
functional, or project levels, with the unifying objective of improving a company’s
competitive position and financial performance. Corporate entrepreneurship also entails
the strategic renewal of an existing business.
Environment
Companies innovate and venture in anticipation of, or response to, their external environment
(Zahra 1986). An environment poses challenges and offers new opportunities to which firms
0 Dynamism -B
l Hostility
a Heterogeneity
Corporate
Grand Strategy
Financial
Performance
l Accounting
0 Market
Organization
structure
0 Communication
0 Scanning
l Integration
l Differentiation
0 Control
Values
needs, that are being served by the firm. Hence, a heterogeneous environment is perceived
to be complex because of the multiplicity of the needs with which the company must contend
(Dess and Beard 1984). In particular, “This dimension refers to the number of different
organizationally relevant attributes or components of the environment” (Miles 1980, p. 223).
For instance, two companies may compete in the same industry and serve the same customer
groups but will perceive the environment quite differently. One firm may perceive the
environment as manageable (simple); the other views it as complex and uncontrollable.
These perceptual differences arise from the experience of companies with the external
environment.
Increased environmental heterogeneity is predicted to be associated with greater use
of corporate entrepreneurship. Heterogeneity means diversity of customer needs and expec-
tations among the different segments served by the firm (Miller and Friesen 1984, p. 157).
This diversity offers a company many opportunities for additional innovation and market
development, aids a firm in adopting successful entrepreneurial ventures from one line of
business to another, and enables it to learn from competitors (Keats and Hitt 1988). In
addition, because perceived heterogeneity is interpreted to mean increased complexity of a
firm’s environment, companies may undertake ventures to reduce this uncertainty. Some
companies may use joint ventures, and others may use administrative innovations to develop
creative ways to manage environmental complexity. Thus, according to Peterson and Berger
(197 1) and Wilson (1966), greater environmental heterogeneity is associated with increased
organizational innovations, hence corporate entrepreneurship. This discussion leads to the
study’s first hypothesis:
Hl: Environmental dynamism, hostility, and heterogeneity are associated positively with
corporate entrepreneurship.
It also means initiating ventures to expand the scope of the market through product intro-
duction.
Firms that follow an external-growth strategy are also expected to support corporate
entrepreneurship. An external-growth strategy calls for aggressive expansion by broadening
the scope of business and markets. Corporate entrepreneurship offers a means of revising
the firm’s business concept through imitating competitors’ ventures or by purchasing new
technologies whether they were developed inside or outside the industry, or by acquiring
entrepreneurial firms (Betz 1987).
In contrast to growth-oriented firms, corporations that follow a stability strategy will
be less disposed to pursue corporate entrepreneurship. A strategy of stability usually requires
making only incremental increases in the scope of business and focuses on maintaining past
rates of financial performance without making significant changes in the firm’s competitive
posture or patterns of resource allocations (Hitt et al. 1982). Consequently, firms that follow
the stability option are expected to implement only a few corporate entrepreneurship projects.
Retrenchment strategies call for drastic measures-such as reduction in corporate
assets, scope of operations, or the labor force-for companies to regain their competitive
strengths. Because firms undergo this strategy in response to severe performance problems
and because of the temporary nature of this strategy, no hypothesis on the relation of corporate
entrepreneurship and retrenchment is offered in this article. This discussion leads to the
second hypothesis:
H2: Growth-oriented grand corporate strategies will be positively associated with pursuit
of corporate entrepreneurship. In contrast, a stability strategy will be negatively associated
with corporate entrepreneurship.
Organizational Factors
The !iterature highlights the importance of organizational factors for the pursuit of corporate
entrepreneurial activities (Burgelman and Sayles 1986; Jennings and Lumpkin 1989; Kanter
1986; Slevin and Covin 1989). These variables form the context within which employees
and executives perceive opportunities for new ventures. Organizational variables also con-
stitute the context within which corporate entrepreneurship ventures are evaluated, accepted,
or rejected (Zahra 1986).
Organizational correlates of corporate entrepreneurship fall into two broad categories:
tangible and intangible. Tangible variables pertain to the properties of the formal organi-
zational structure and its receptivity to the emergence and adoption of corporate entrepre-
neurship. Intangible variables include dominant organizational values, primarily a company’s
persistent belief system. These values determine how a firm views itself and the world at
large, and define appropriate ways of relating to competitors (Hall and Zahra 1990; Schein
1985; Zahra et al. 1987). Both tangible and intangible organizational variables can enhance
or impede corporate entrepreneurship, as presented in Figure 1 and discussed below.
Tangible organizational variables center on the properties of a company’s formal
organizational structure, especially: communication, scanning, integration, differentiation,
and control. As presented in Figure 1, these properties may influence corporate entrepre-
neurship in different ways.
Communication. The quality and amount of communication are of crucial importance
to the successful initiation and implementation of corporate entrepreneurship (Peters and
266 S.A. ZAHRA
Waterman 1982). Communication helps in introducing new ideas to the firm and in fami-
liarizing company employees with recent industry trends. Communication exposes employees
and executives to new ideas and focuses their attention on the opportunities and threats in
the external environment, thereby creating a basis for exploring novel ventures. Commu-
nication also promotes interdisciplinary cooperation, which is essential for the success of
these initiatives (Kanter 1986). These projects often require attention to complex financial,
technical, and administrative issues that cross departmental boundaries: communication brings
together different units in pursuit of viable corporate entrepreneurship activities. Conse-
quently, some companies have implemented new organizational designs that promote formal
communications among departments associated with a new venture (Kanter 1989). Finally,
formal communication is necessary to promote awareness of a company’s progress in ve._-
turing activities. As formal communication increases, the pursuit of corporate entrepre-
neurship is expected to intensify, as depicted in Figure 1.
Organizational communication can be formal and informal, and both are invaluable
to successful corporate entrepreneurship (Pinchot 1985). However, in this preliminary effort,
emphasis is on formal communication, which is more observable and easier to measure than
informal communication. Future research should explore the important association between
informal communication and corporate entrepreneurship.
Scanning refers to formal efforts to collect, analyze, and interpret data about the firm’s
external environment and the competition (Daft et al. 1988). Scanning facilitates the timely
acquisition of relevant data on industry trends and changes, thereby permitting the accu-
mulation of information on new ventures initiated in the industry that may be of interest to
the firm. Scanning also alerts senior executives to threats and opportunities in their firms’
environment. As a result, it is predicted that increased scanning will be positively associated
with increased corporate entrepreneurship activities.
Integration is a third structural component that influences corporate venturing and
innovation. It refers to formal organizational activities that aim to tie different units or levels
within the hierarchy, through exchange of information among different units (Kanter 1986).
This integration helps to disseminate corporate entrepreneurship ideas, and generate support
among different units and levels in the firm for certain ventures. Yet, as in the case of
differentiation, excessive integration requires extensive use of rigid controls which, in turn,
may impede corporate entrepreneurship activities. In fact, two studies (Covin and Slevin
1988; Jennings and Lumpkin 1989) suggest that extensive reliance on integration may hinder
venturing activities. As a result, a negative association is hypothesized to exist between
excessive integration and corporate entrepreneurship.
Differentiation reflects the division of labor within the organization. Differentiation is
associated with corporate entrepreneurship because it helps to promote a strong identification
with the mission of organizational units and commitment to their formal goals (Daft 1988;
Kantcr 1989). This differentiation builds commitment to areas of expertise and profession.
Through specialization and commitment, employees develop a thorough familiarity with the
goals and objectives of their units and companies. In turn, this usually manifests itself in
the employees’ desire to ensure the success of their units. These committed employees may
contribute ideas for new ventures for the corporation. In addition, as differentiation increases,
organizational efforts to facilitate communication among units will intensify. These efforts
foster exchange of creative venturing or innovation ideas. Finally, as Keats and Hitt (1988)
observe, this differentiation also results in increased specialization among personnel in certain
products (or markets). These expert employees are, thus, in a position to examine new trends
in their industry, evaluate their relevance to the firm’s mission, and develop novel solutions
CORPORATE ENTREPRENEURSHIP STUDY 267
or projects that take advantage of these trends. Overall, increased differentiation is predicted
to be positively associated with corporate entrepreneurship.
A caveat about the predicted positive association between differentiation and corporate
entrepreneurship is in order. Increased differentiation can stifle formal communication. And,
if carried to an extreme, it must be counterbalanced with extensive, formal controls to ensure
coordination among units that may stifle venturing and innovation initiatives.
Conrrols. Some formal controls are essential to the selection of corporate entrepre-
neurship projects (Kanter 1989). These controls enable a company to separate promising
corporate entrepreneurship ventures from less valuable projects. However, tbe excessive use
of formal controls may stifle the pursuit of corporate entrepreneurship (MacMillan et al.
1986). Champions of corporate entrepreneurship projects may become frustrated because of
the red tape or the need to “go through channels” to receive formal support for their ideas.
Increased reliance on formal controls is, therefore, predicted to be negatively associated
with corporate entrepreneurship.
The above discussion on structure leads to a third hypothesis:
Values
Specific organizational values are also predicted to be positively associated with corporate
entrepreneurship (Kanter 1989; Peters and Waterman 1982). Organizational values embody
managerial philosophies and ideals and the formal norms that guide employee behavior.
Two aspects of company values are recognizable: individual-centered and competition-
focused (Deal and Kennedy 1982; Schein 1985). Individual-centered values focus on the
way a company views and treats its employees (Bettinger 1989; Kanter 1986, 1989). Positive
individual-centered values held by a firm often promote individual creativity and encourage
risk taking (Zahra et al. 1987). These values center on creating an internal climate that
enhances integration of employee and company goals, and intensifies the level of employees’
commitment to the company. These factors encourage employees to explore viable means
to ensure successful organizational performance because employees will be disposed to
contribute new ideas or take on new ventures to ensure company success. Merck, Hewlett-
Packard, Kodak, and 3M are well known for their strong commitment to their employees,
and for encouraging them to experiment and take risks.
Competitive values reflect a firm’s assumptions about the appropriate approaches that
executives and employees should follow in pursuing company goals (Hall and Zahra 1990;
Schein 1985). In firms that encourage agile and aggressive responses to environmental moves
as the modus operandi, corporate entrepreneurship efforts will flourish. In these companies,
employees and executives will be disposed to monitor industry trends, to experiment with
new ideas, and to initiate new corporate ventures to capitalize on emerging opportunities in
the marketplace, and as a result, venturing activities will intensify. Thus:
H4: Clearly articulated organizational values that are employee (person)-supportive and
competition-oriented are positively associated with corporate entrepreneurship.
268 S.A. ZAHRA
Summary
Corporate entrepreneurship represents an important development in the quest for improved
corporate performance. A proposed model suggests that three sets of variables influence the
pursuit of corporate entrepreneurship: environment, strategy, and internal organization. As
the above discussion indicates, this exploratory study focuses primarily on the direct effect
of these three sets of variables on corporate entrepreneurship. Finally, future studies may
explore the associations of interactions (or joint) of these variables with corporate entrepre-
neurship. The model also suggests that corporate entrepreneurship will be associated with
company performance. These two propositions provide a basis for an exploratory study that
is reported below.
CORPORATE ENTREPRENEURSHIP STUDY 269
METHOD
Data Cokction
Sample
Data were collected using mailed questionnaires and secondary financial sources. The ques-
tionnaires were sent to 450 companies that appeared on the Fortune 500 list of U.S. industrial
corporations. (The remaining 50 companies were excluded because they participated in a
pretest study by the author that resulted in the current survey instrument.) The questionnaire
was directed to the companies’ CEOs (or highest-ranking executives). Although only one
mailing was used due to cost constraints, 119 valid responses were received, for a 26.4%
response rate. Response rates for academic research from the Fortune 500 typically fall
within the 20 to 30% range (Tootelian and Gadeake 1987).
This study emphasized the Fortune 500 manufacturing population because of its ac-
knowledged importance to the U.S. national economy, and the fact that these companies
are usually on the cutting edge in developing corporate entrepreneurship because of rising
international competition and the maturity of many of their primary industries.
Non-Response Bias
Firms that participated in this study were compared with others in their industries (by the
two-digit Fortune classification) on four dimensions: company size (measured by both total
number of full-time employees and total assets); growth in EPS over the past 10 years;
Fortune’s estimated growth in return to investors (ROI) over the past 10 years; and dividends
per share for the three years that preceded data collection. Using the t test, no significant
differences were found between responding and non-responding firms on these four variables.
This suggested the absence of systematic differences in corporate size and financial status
between respondents and non-respondents on the four chosen dimensions. Still, generali-
zations of the results to other Fortune 500 should be made with caution because they may
differ from respondents on other variables that have not been examined here. Also, because
Fortune 500 are among the largest U.S. companies, the results may not apply to other
sectors of the economy.
Respondents
As mentioned, the survey targeted the CEOs (or the highest-ranking corporate officers)
because of their positions, which give them a unique and comprehensive view of corporate
entrepreneurship activities. These individuals typically have an appreciation of a company’s
“total picture,” and are intimately familiar with the firm’s environment, strategy, structure,
and performance (Hambrick 198 I). These executives are also frequently called upon to
evaluate major new ventures, to approve financial support for these projects, and are involved
in evaluating ongoing activities. Still, because some researchers contend that other senior
executives and managers at different levels of the hierarchy are usually involved in corporate
entrepreneurship initiation and implementation (e.g., Burgelman and Sayles 1986; Kanter
1989; Pinchot 1985), future research may benefit from collecting additional data from these
individuals to minimize potential source bias.
270 S.A. ZAHRA
Environment
Dynamism, hostility, and heterogeneity were measured using multi-item indices, which
appear in the “Appendix.” Two observations on these measures are essential. First, some
of the scale items (“Appendix”) refer to the firm’s “industry.” This is done in keeping with
the literature. Whereas the majority of Fortune 500 corporations are diversified, prior research
suggests that the “environment of a firm’s core business becomes the dominant focus or
frame of reference for most corporate-level decisions” (Keats and Hitt 1988). This view has
been supported in a number of sound empirical studies (e.g., Dess and Beard 1984; Hill
and Hoskisson 1987; Hitt and Ireland 1985; Prahalad and Bettis 1986) and conceptual models
(Dess et al. 1990; Porter 1980). Accordingly, emphasis on the firm’s primary industry in
examining its environment provides a basis for understanding corporate entrepreneurship;
changes in the firm’s primary industry are important to understanding corporate entrepre-
neurship.
Second, an extensive body of research suggests that executives’ perceptions of their
firms’s core (major) business play a most crucial role in mapping corporate responses to
opportunities and threats (Dess et al. 1990; Hitt et al. 1982; Weick 1979). Therefore, data
were collected from senior executives about their perceptions of their environment. These
measures of the environment were correlated with objective data in order to ensure their
validity. Data on R&D were collected from Business Week and Forbes. Data on hostility
and heterogeneity were collected from Fortune 500; all for the 1986-1989 period.
Dynamism was correlated with average change in corporate R&D expenditure for a
three-year period. R&D was emphasized because it was an important source of environmental
dynamism (Daft 1988). For each of the three years, change in R&D was calculated by
subtracting the percent of corporate sales allocated to R&D in a given year from the preceding
year’s allocation and then dividing the result by the past year’s spending. The product of
this process was then divided by three to determine average change in R&D allocation. This
average was then correlated with the dynamism score, using Pearson’s simple correlation.
The two measures were significantly associated at p < 0.001 (r = 0.40, n = 103). This
suggested that while the dynamism and R&D measures were distinct, they converged in
gauging “dynamism.”
In order to validate the hostility scale, it was correlated with data on the rate of growth
in industry-wide sales (using two-digit standard industrial classifications; SIC) for a period
of three years. The inverse ratio (l/growth) was used to indicate hostility; it showed lower
growth in industry sales. Correlation between objective and subjective scale data was positive
(n = 110, r = 0.32, p < 0.001). This moderate association showed that hostility was
associated with lower growth rates in industry sales. Other factors may have caused an
industry’s environment to be hostile, including radical technological changes, influx of new
competitors, and new regulatory actions by the government. Thus, the moderate association
between subjective and objective indicators of hostility reflected the inlluence of only one
factor. Overall, then, this moderate association indicated that the subjective (survey-based)
hostility scales captured environmental unfavorability (Daft 1988).
The heterogeneity scale was validated using the approach suggested by Grossack (1965)
CORPORATE ENTREPRENEURSHIP STUDY 271
and Keats and Hitt ( 1988). Grossack ( 1965) emphasized the notion of dynamic concentration
where industries moved toward or away from dominance of sales by large firms. To derive
this index, market shares (defined as company sales/industry sales) in the data collection
year (to) were divided by shares 3 years earlier. A high score on the index implied increasing
heterogeneity. The objective and subjective (see “Appendix”) indices were correlated pos-
itively (n = 112, r = 0.37, p < 0.001).
The overall results supported the construct validity of the environmental measures. In
addition, coefficient alpha (see “Appendix”) reaffirmed the measures’ reliability.
Financial Performance
Performance data were collected for three periods: same year, one-year lag, and a two-year
lag. This allowed comparison of contemporaneous and lagged correlations between corporate
entrepreneurship and performance.
Four accounting performance criteria were used: EPS, Fortune’s estimate of the lo-
year ROI, net income-to-sales, and the standard deviations of return on assets (RA). The
ROI and net income-to-sales measures gauged corporate entrepreneurship’s contribution to
superior company performance. Profits from corporate entrepreneurship contribute to overall
corporate revenues. The standard deviation of RA indicated the volatility of corporate eam-
ings. This volatility arose from many sources, including erosion of a firm’s competitive
position in traditional markets. New corporate entrepreneurship ventures were believed to
reverse such an erosion by generating new income, thereby stabilizing earnings. EPS reflected
corporate entrepreneurship’s contribution to shareholders’ wealth.
Risk was measured by the average Value Line beta values. The beta value reflected
an external assessment of company stock and performance by an independent venerable
financial institution, Value Line.
Entrepreneurship
Measuring corporate entrepreneurship proved to be a most challenging task because of the
complexity of the concept and the limited empirical research in this area. As noted by other
researchers, a psychometrically valid measure of corporate entrepreneurship did not exist
(Covin and Slevin 1988; Jennings and Lumpkin 1989; Morris et al 1988; Morris and Gordon
1987). To ensure accuracy and comprehensiveness, this study employed four indicators of
corporate entrepreneurship, as follows:
(1) An index of corporate entrepreneurship was developed based on CEOs’ responses
to nine items (0~ = 0.86), as reported in the “Appendix.” The index covered formal and
informal aspects of corporate entrepreneurship. It was based on the theoretical and empirical
studies by Burgelman (reviewed in Burgelman and Sayles 1986), Miller (1983), and Morris
and Gordon (1987). The corporate entrepreneurship index was validated by correlating it
with the measure developed by Miller (1983). Miller’s index (9 items, o = 0.81) covered
three areas: product innovation, risk-taking, and proactiveness. The simple correlation be-
tween Miller’s index and the new corporate entrepreneurship scale was significant (r =
0.49, p < 0.001). This coefficient supported the validity of the new scale and, at the same
272 S.A. ZAHRA
time, its distinctiveness from the Miller index. This latter measure only gauged a firm’s
disposition toward, rather than actual engagement in, corporate entrepreneurship activities-
and covered the formal aspects of corporate entrepreneurship, thereby ignoring less for-
malized corporate entrepreneurship efforts. In contrast, the new scale incorporated items
that covered these informal aspects.
(2) Percentage of sales derived from new lines of business was used as a second
measure of corporate entrepreneurship. It was defined as the percentage of sales derived
from new business divisions that did not exist five years earlier. This measure defined
corporate entrepreneurship as creating new business within established companies (Murray
1985).
(3) Percentage of sales derived from new products or brands was the third indicator
of corporate entrepreneurship. Data emphasized products or brands that did not exist five
years earlier.
(4) Externally oriented corporate entrepreneurship was measured in two ways: by the
number of joint ventures in which the firm participated over the past three years, and by
the number of SIC added to the firm’s business over the past three years. Executives provided
data about joint ventures, whereas secondary sources (e.g., annual and 10K reports, Fortune,
Forbes, and the Wall Street Journal, 1985-1989) were used to collect data on new SIC
business.
Data on sales from new business (measure #2 above), sales from new products
(measure #3), and joint ventures (measure #4 above) were cross-validated using data from
20 vice presidents, each representing one firm. Correlations between survey and vice pres-
idents’ responses averaged 0.78. This was interpreted as indicating the reliability of senior
executives’ data on sales from new businesses, new products, and the number of joint
ventures.
TABLE 1 Means, Standard Deviations, and Intercorrelations Among the Study’s Variables
(iv = 119)
Variables
Variables Means SD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
*Intercorrelations are two decimal points; correlation should be at least 0.16 to be significant at p < 0.05
that the linear composites were maximally associated. Hair et al. (1987) provided an extensive
discussion of canonical analysis procedures and limitations. The results from canonical
analysis appear in Table 2.
Overall Patterns
The results of canonical analysis in Table 2 suggested the following three points:
(1) Although canonical analysis produced canonical (linear) composites equal to the
number of variables in the smaller function (in this case, five), only two functions were
significant (p < 0.05) and were shown in Table 2. The other three were ignored because
they were not meaningful.
(2) Redundancy analysis was conducted in order to determine the shared variance
between predictors (environment, strategy, and organization) and criterion variables (the
four corporate entrepreneurship indicators) in each function. This index was the multivariate
analog of R2 in multiple regression analysis. It indicated the amount of variance in corporate
entrepreneurship that was explained by the predictor set. A redundancy index was calculated
by multiplying the root (eigenvalue) by the average square of loadings. For instance, in the
first function, the root was the square of the canonical correlation, (0.89)2 = 0.79. For the
criterion set (still, function #l), average square loadings was calculated as follows: [(0.89)’
+ (0.52)2 + (0.76)* + (0.44)*] = 0.434. The redundancy index was calculated by mul-
tiplying 0.79 by 0.434, producing 0.34. The same procedure was followed for the second
function (redundancy = 0.16). This meant that predictors explained 34 and 16% of the
variations in the four corporate entrepreneurship indicators in the first and second function,
respectively.
(3) The structure coefficients (loadings) indicated that the first function was dominated
274 S.A. ZAHRA
Functions
#1 #2
Criterion set
Index (overall) 0.46 0.89 0.31 0.54
New business sales 0.30 0.52 0.44 0.86
New product sales 0.43 0.76 0.30 0.62
No. of joint ventures 0.31 0.44 0.46 0.89
Predictor set
Dynamism 0.28 0.49 0.18 0.42
Hostility 0.51 0.42 0.33 0.31
Heterogeneity 0.44 0.50 0.19 0.59
Growth strategy 0.21 0.40 0.09 0.33
Stability -0.39 -0.20 -0.40 -0.18
Communication 0.41 0.53 0.14 0.68
Scanning 0.39 0.44 0.60 0.56
Differentiation -0.28 -0.42 0.26 0.50
Integration -0.28 0.37 -0.13 -0.30
Control 0.13 -0.26 - 0.28 -0.41
Person values 0.31 0.56 0.23 0.32
Competition values 0.46 0.30 0.47 0.49
Testing Hypotheses I to 4
The results on hypotheses 1 to 4 are summarized below:
Hypothesis 1 suggested that environmental characteristics of dynamism and hetero-
geneity and hostility were associated positively with corporate entrepreneurship. Canonical
analysis supported this prediction. As reported in Table 2, the loadings associated with
dynamism, hostility, and heterogeneity were positive, exceeding the suggested cutoff point
of 0.30 (Hair et al. 1987). Overall, the results indicated that companies emphasized corporate
entrepreneurship as they perceived their environment as becoming increasingly dynamic,
hostile, and heterogeneous.
CORPORATEENTREPRENEURSHIPSTUDY 275
Testing Hypothesis 5
A positive association was posited between corporate entrepreneurship activities and company
financial performance. Simple contemporaneous and lagged correlations were used to test
this hypothesis. Contemporaneous correlations showed the associations between corporate
entrepreneurship and performance criteria at the same time period (to). Lagged correlations
reflected one- and two-year gaps between the time corporate entrepreneurship measures and
performance criteria were collected. Using lagged correlations was desirable because cor-
porate entrepreneurship took time to pay off (Biggadike 1979; Block 1989). Given the dearth
of empirical studies, there was no a priori length for this time lag. This problem was
compounded by the fact that data on actual company performance were available only for
two years after the survey data were collected. As a result, analyses were conducted for
276 S.A. ZAI-IRA
Overall Index New Business Sales New Product Sales Joint Ventures
Contemporaneous
EPS 0.16* 0.29*+* 0.17* 0.16*
ROI 0.26* 0.14 0.21* 0.12
New income to sales 0.22* 0.17* 0.14 0.17*
RA -0.19* 0.25* 0.20* 0.19*
Beta -0.26* - 0.22* -0.27* 0.10
One-year lag
EPS 0.20* 0.30** 0.17* 0.14
ROI 0.26** 0.16* 0.22* 0.14
Net income to sales 0.26** 0.17* 0.11 0.13
RA -0.20* 0.24** 0.22* 0.18*
Beta -0.31*** - 0.22* -0.19* 0.17*
Two-year lag
EPS 0.33*** 0.28** 0.19* 0.19*
ROI 0.29*** 0.14 0.25* 0.14
Net income to sales 0.27** 0.17* 0.17* 0.11
RA -0.28** 0.25** 0.22* 0.18*
Beta -0.33*** - 0.29* -0.23* - 0.20*
*p < 0.05.
**p < 0.01.
***p < 0.001.
one- and two-year lags, as reported in Table 3. Future studies may examine longer time
frames.
Table 3 shows that 50 of the 60 possible correlations between corporate entrepre-
neurship and performance measures (83.3%) were significant at p < 0.05. Corporate en-
trepreneurship measures were also positively associated with accounting performance criteria,
with the exception of the negative associations between the overall corporate entrepreneurship
index and standard deviations of return on assets (FM). This meant that corporate entrepre-
neurship was positively associated with accounting performance measures. The magnitude
of correlations was stable within the contemporaneous and lagged analyses, thereby indicating
that short-term improvements in financial performance through corporate entrepreneurship
were incremental.
Table 3 also showed that the associations between the four corporate entrepreneurship
measures and beta values were negative in 11 of the 12 cases, with the exception of the
insignificant association with joint ventures.
Overall, the results from accounting and risk-related measures supported Hypothesis
5, which suggested positive association between corporate entrepreneurship and company
performance.
DISCUSSION
This exploratory study has advanced a model of the potential antecedents of corporate
entrepreneurship (environment, strategy, and organization), and the association between
CORPORATE ENTREPRENEURSHIP STUDY 277
Types
Environment
Dynamism + +
Hostility ++ +
Heterogeneity + +
Strategy
Growth + +
Stability X X
Organization
Structure
Communication ++
Scanning ++
Differentiation _
Integration _
Control ++
Values
Person ++ +
Competition + ++
+ , Positive association between a variableand a component of corporate entrepreneurship.
+ + , Stronger positive association between a variable and this corporate entrepreneurship type than the other type.
- , Negative association behveen a variable and a component of corporate entrepreneurship.
~ - , Negative association between a variable and this corporate entrepreneurship type than the other type.
x , Not significant.
Still, these two dimensions varied in the magnitude of their associations with antecedent
variables. For instance, hostility and person-centered values were more germane to internal
than external entrepreneurship. On the other hand, scanning, communication, competition-
based values and controls were more relevant to the external than internal ventures. By
delineating variables associated with internal and external dimensions of corporate entre-
preneurship, this study offered a basis for further theory building. Again, scholars need to
recognize these differences as they construct future models or theories of corporate entre-
preneurship.
(4) Corporate entrepreneurship was associated positively with measures of financial
performance. Although causal inferences could not be made about the direction of this
relationship because of the cross-sectional design of the study, the current results offered
preliminary evidence that corporate entrepreneurship activities were positively associated
with company performance (Biggadike 1979; Miller and Camp 1985). And, even though
some previous research has shown that it took corporate ventures seven or eight years to
pay off, the current results indicated that the associations between the intensity of corporate
entrepreneurship and financial performance criteria were almost instantaneous and grew,
albeit incrementally, over time. Hence, there might be short- and long-term financial benefits
from pursuing corporate entrepreneurship activities. This finding should be viewed as ten-
tative. The current study focused on the corporate level of analysis whereas previous research
by Biggadike (1979) and Miller and Camp (1985) stressed the business level of the analysis.
In addition, these previous studies employed longitudinal designs, thereby making it feasible
CORPORATE ENTREPRENEURSHIP STUDY 279
IMPLICATIONS
The study has five implications for scholars and future researchers, as follows:
(1) Conceptual and field work is necessary in order to articulate the domain of corporate
entrepreneurship. As recent comprehensive reviews suggest, definitional problems continue
to plague this young area of research (Low and MacMillan 1988; Wortman 1987). Of
particular interest is whether corporate entrepreneurship is a multidimensional or unitary
concept. Whereas researchers recognize the multiplicity of corporate entrepreneurship com-
ponents (Covin and Slevin 1988; Miller 1983; Miller and Camp 1985; Slevin and Covin
1989; Zahra 1986), little effort has been made to identify each of these dimensions and show
how they relate to one another. Defining different corporate entrepreneurship dimensions
would expedite progress in the field by enabling researchers to study the correlates and
effects of each on company performance. In turn, this would encourage the development of
theories that prescribe effective executive actions that spur particular types of corporate
entrepreneurship.
(2) There is a need to develop a comprehensive framework for studying the predictors
280 S.A. ZAHRA
REFERENCES
Berry, W. and Feldman, S. 1985. Multiple Regression in Practice. Beverly Hills, CA: Sage.
Bettinger, C. 1989. Use corporate culture to trigger high performance. Journal of Business Strategy
lO(2): 38-42.
Betz, F. 1987. Managing Technology. Englewcod Cliffs, NJ: Prentice-Hall.
Biggadilce, R. 1979. The risky business of diversification. Harvard Business Review 79(5): 103-l 11.
Block, Z. 1989, Damage control for new corporate ventures. Journal ofBusiness Strategy lO(2): 22-
28.
Burgelman, R.A., and Sayles, L.R. 1986. Inside Corporate Innovation Strategy, Structure and Mun-
ageriul Skills. New York: The Free Press.
Covin, J.G., and Slevin, D.P. 1988. The influence of organization structure on the utility of an
entrepreneurial top management style. Journal of Management Studies 25217-234.
Daft, R. 1988. Organization Theory and Design, 2nd ed. St. Paul, MN: West.
Daft, R., Sormunan, J., and Parks, D. 1988. Chief executive scanning, environmental characteristics,
and company performance: an empirical study. Strategic Management Journal 8(2): 123-139.
Deal, T. and Kennedy, A. 1982. Corporate Cultures: The Rites and Rituals of Corporate Life. Reading,
MA: Addison-Wesley.
Dess, G.G., and Beard, W.W. 1984. Dimensions of organizational task environments. Administrative
Science Quarterly 2952-73.
Dess, G.G., Ireland, R.D., and Hitt, M.A. 1990. Industry effects and strategic management research.
Journal of Munugement 16~7-28.
Duncan, W.J., Ginger, P.M., Racks, A.C., and Jacob, T.D. 1988. Entrepreneurship and the rein-
vention of the corporation. Business Horizons 3 l(3): 16-19.
Ellis, J.R., and Taylor, N.T. 1987. Specifying entrepreneurship. Frontiers of Entrepreneurship Re-
search. Wellesley, MA: Babson College p. 527-542.
Fannin, R. 1989. Where are the new brands? Marketing & Media Decisions 24(7): 20-27.
Franks, J.R., Broyles, J.E., and Carleton, W.T. 1985. Corporate Finance: Concepts andApplications.
Boston, MA: Kent Publishing Company.
Grossack, I. 1965. Towards an integration of static and dynamic measures of industry concentration.
Review of Economics and Statistics 7:301-308.
Hair, J., Jr., Anderson, R., and Tatham, R. 1987. Multivariate Data Analysis, 2nd ed. New York,
NY: Macmillan Co.
Hall, E., and Zahra, S. 1990. Organizational culture: a methodological typology. SouthernManagement
Association Proceedings, 285-287.
Hambrick, D.C. 1981. Strategic awareness within top management teams. Strategic Management
Journal 2, 263-279.
Haskins, R., and Petit, T. 1988. Strategies for entrepreneurial manufacturing. Journal of Business
Strategy 9(6): 24-28.
Hill, C.W., and Hoskisson, R.E. 1987. Strategy and structure in the multiproduct firm. Academy of
Management Review 12:331-341.
Hitt, M.A., and Ireland, R.D. 1985. Corporate distinctive competence, strategy, industry and per-
formance. Strategic Management Journal 6:273-293.
Hitt, M.A., Ireland, R.D., and Stadter, G. 1982. Functional Importance and Company Performance:
Moderating Effects of Grand Strategy and Industry Type. Strategic Management Journal 3:315-
330.
Jennings, D., and Lumpkin, J. 1989. Functionally modeling corporate entrepreneurship: an empirical
integrative analysis. Journal of Management 15:485-502.
282 S.A. ZAHRA
Kanter, R.M. 1986. Supporting innovation and venture development in established companies. Journal
of Business Venturing l(1): 47-60.
Kanter, R.M. 1989. When Giants Learn to Dance. New York, NY: Simon & Schuster, Inc.
Kanter, R.M. 1990. When giants learn cooperative strategies. Planning Review 18(l): 15-20, 22.
Keats, B.W., and Hitt, M. 1988. A causal model of linkages among environmental dimensions, macro
organizational characteristics and performance. Academy of Management Journal 31:570-598.
Kotler, P. 1989. From mass marketing to mass customization. Planning Review 17(5): 10-47.
Low, M.B., and MacMilhm, I.C. 1988. Entrepreneurship: past research and future challenges. Journal
ofManagement 14:139-161.
MacMillan, l.c., Block, Z., and Narashima, P.N.S. 1986. Corporate venturing: alternatives, obstacles
encountered, and experience effects. Journal of Business Venturing l(2): 177-192.
MacMillan, l.c., and Day, D.L. 1987. Corporate ventures into industrial markets: dynamics of
aggressive entry. Journal of Business Venturing 2( 1): 29-39.
Miles, R.H. 1980. Macro Organizational Behavior. Santa Monica, CA: Goodyear Publishing.
Miller, A., and Camp, B. 1985. Exploring determinants of success in corporate ventures. Journal of
Business Venturing l(1): 87-105.
Miller, D. 1983. The correlates of entrepreneurship in three types of firms. Management Science
29:770-791.
Miller, D., and Friesen, P. 1984. Organizations: A Quantum View. Englewood Cliffs, NJ: Prentice-
Hall.
Morris, M.H., Davis, D.L., and Ewing, J. 1988. The role of entrepreneurship in industrial marketing
activities. Industrial Marketing Management 17:337-346.
Morris, M., and Gordon, P. 1987. The relationship between entrepreneurship and marketing in es-
tablished firms. Journal of Business Venturing 2~247-259.
Murray, J. 1985. Marketing is home for entrepreneurial process. Industrial Marketing Management
10:93-99.
Nielsen, R.P., Peters, M.P., and Hisrich, R.D. 1985. Entrepreneurship strategy for internal markets-
corporate, non profit, and government institution cases. Strategic Management Journal 6: 181-
190.
Oster, S. 1990. Modern Strategic Analysis. New York, NY: Oxford University Press.
Peters, T.J., and Wa:er, R.H., Jr. 1982. In Search of Excellence: Lessonsfrom America’s Best-Run
Companies. New York, NY: Harper & Row.
Peterson, R., and Berger, D. 197 1. Entrepreneurship in organizations. Administrative Science Quarterly
16:97-106.
Pinchot, C. Ill. 1985. Intrapreneuring. New York: Harper & Row.
Porter, M. 1980. Competitive Strategy. New York: The Free Press.
Prahalad, C.K., and Bettis, R.A. 1986. The dominant logic: a new linkage between diversity and
performance. Strategic Management Journal 7:485-501.
Ronen, J. 1988. Individual entrepreneurship and corporate entrepreneurship: a tentative synthesis. In
G. Libecap, ed. Advances in the Study of Entrepreneurship of Innovation, and Economic Growth,
Vol. 2. pp. 243-268. Greenwich, CT: JAI Press.
Rule, E.G., and Irwin, D.W. 1988. Fostering intrapreneurship: the new competitive edge. Journal of
Business Strategy 9(3): 44-47.
Schein, E. 1985. Organizational Culture and Leadership. Homewood, IL: Irwin.
Schmid, W.G. 1989. Heinz covers the globe. Journal of Business Strategy 10:2, 17-20.
Schollhammer, H. 1982. Internal corporate entrepreneurship. In D.L. Sexton and K.H. Vesper, eds.
Encyclopedia of Entrepreneurship. Englewood Cliffs, NJ: Prentice-Hall, Inc., pp. 209-223.
Serpa, R. 1987. Entrepreneurship in large corporations: a case history. In Frontiers of Entrepreneurship
Research. Wellesley, MA: Babson College pp. 542-552.
Slevin, D., and Covin, J. 1989. Juggling entrepreneurial style and organization structure-how to get
your act together. Sloan Management Review 31(2): 43-53.
CORPORATEENTREPRENEURSHIPSTUDY 283
Sykes, H.B. 1986. The anatomy of a corporate venturing program: factors influencing success. Journal
of Business Venturing l(3): 275-293.
Tootelian, D.H., and Gadeake, R.M. 1987. Fortune 500 list revisited 12 years later: still an endangered
species for academic research. Journal of Business Research 5:359-363.
Weick, K. 1979. The Social Psychology of Organizing. Reading, MA: Addison-Wesley.
Wilson, J.Q. 1966. Innovation in organization: notes toward a theory. In J.D. Thompson, ed., Ap-
proaches to Organizational Design. Pittsburgh, PA: University of Pittsburgh Press, pp. 193-
218.
Wortman, M.S., Jr. 1987. Entrepreneurship: an integrating typology and evaluation of the empirical
research in the field. Journal of Management 13:259-279.
Zahra, S. 1986. A canonical analysis of corporate entrepreneurship antecedents and impact on per-
formance. Academy of Management Best Papers Proceedings, 46th Annual Meeting, pp. 71-
7<
Zahra, S., Floyd, S., and Pearce, J.A. II. November 1987. Strategy, culture and organizational
performance: relationships in one industry. Southern Management Association Proceedings pp.
226-228.
Zahra, S. 1989. Organizational strategy, innovation and performance. Academy of Management Best
Papers Proceedings, 49th Annual Meeting, pp. 349-353.
Environment
Perceived environmental dynamism, hostility, and heterogeneity were measured as follows:
(1) Dynamism (3 items; cx = 0.79). The items were: The rate of product obsolescence
in our industry is high; In our industry. methods of production change often and in major
ways; and Our firm must change its marketing practices frequently.
(2) Hostility (6 items, (Y = 0.82). Items were: In our industry, actions of competitors
are unpredictable; In our industry, demand and customer tastes are unpredictable; Declining
markets for products are a major challenge in our industry; Tough price competition is a
major challenge in our industry; Government interference is a major challenge in our industry;
and Our business environment causes a great deal of threat to the survival of our company.
(3) Heterogeneity (3 items; a = 0.85). Items were: We are a highly diversified
conglomerate and operate in unrelated industries; Customers’ buying habits vary a great deal
from one line of our business to the other; and Market dynamism and uncertainty vary a
great deal from one line of our business to the other.
All items relating to the environment were taken from Miller and Friesen (1984), and
followed a seven-point Likert-type response format (1 = “strongly disagree” vs. 7 =
“strongly agree”).
Organization
The following dimensions were measured.
(1) Communication (10 items; cx = 0.86). The items followed a seven-point scale (7
= high vs. 1 = low.
Upward Communication
a. Between middle management & senior management
Downward Communication
a. Between middle management & senior management
Past research does not specify whether a summative (quality plus frequency) or mul-
tiplicative (quality X frequency) index of communication is a better predictor of corporate
entrepreneurship. Therefore, two canonical analyses were run, one with the multiplicative
and the second with the additive index. No differences were found between the two runs.
Therefore, the results for the additive index are reported in this paper.
(2) Scanning (4 items; cx = 0.81). An example item was, “We routinely track the
policies and tactics of competitors.”
(3) DifSerentiution (3 items; a = 0.64). An example item was, “The markets we
participate in are very similar in terms of the required marketing, types of customers, pricing,
etc.”
(4) Integration (8 items, cx = 0.68). An example item was, “We use task forces to
facilitate interdepartmental collaboration on specific new projects.”
The scanning, differentiation, and integration variables were measured using the items
developed and validated by Miller and Friesen (1984), and followed a seven-point scale (1
= strongly disagree vs. 7 = strongly agree).
(5) Control (6 items; cx = 0.70). Executives were asked to rate the extent to which
several control devices were used to monitor progress in venturing activities and collect
information on the performance of the projects. The items followed a seven-point Likert-
type scale (1 = strongly disagree vs. 7 = strongly agree). Items were: All new ventures
are subject to extensive review to determine their financial feasibility; Managers associated
with a venture project must formally report its financial progress several times a year; Senior
executives monitor different ventures closely to evaluate their performance; We conduct
extensive reviews of the progress of different ventures; Our ventures are tightly controlled
by top management; and There are many policies and procedures with which our employees
must comply in initiating or maintaining a new venture.
CORPORATE ENTREPRENEURSHIP STUDY 285
Organizational Performance
Four accounting measures were used: (1) average ROI; net income-to-sales ratio, EPS; and
the standard deviations of RA. And risk was measured by the average beta estimates from
Value Line. The rationale for these measures is discussed in the text.
Entrepreneurship
A scale consisting of nine items (cx = 0.86) was used to gauge corporate entrepreneurship.
Responses followed a seven-point scale (1 = little emphasis to 7 = major emphasis). The
items were: Implementing new programs to enhance innovation throughout the company
over the past three years; Encouraging employee creativity and innovation; Soliciting em-
ployee ideas for new products and processes; Rewarding employees for creativity and in-
novation; Establishing a unit or department responsible for innovation and corporate devel-
opment; Pursuing business opportunities developed outside your company; Training supervisors
and managers in creativity and innovation techniques; Designating managers as champions
of new ideas or innovations; and Emphasis on innovation in your company compared to
your competitors.