Within a world of emerging global markets and rapid technological development, there is a strong demand for entrepreneurship within established companies in order to stay competitive. According to different studies, there is a positive linkage between Corporate Entrepreneurship (CE) and companies’ performance, which leads to a strong demand from organizations to foster their entrepreneurial culture. The recruitment and selection function within Human Resource Management (HRM) is an essential driver to attract, develop, and retain entrepreneurial people within corporations. The literature proposes that companies should match their selection criteria to the identified dimensions of Entrepreneurial Orientation (EO).
However, there is a lack of research if companies have specific HRM practices to select and retain entrepreneurial people. By investigating the recruitment requirements and development possibilities of Swedish-based companies, this study contributes empirical knowledge to the topic of how companies deal with HRM and CE. This information improves the understanding in the Corporate Entrepreneurship literature.
Table of Contents
1.0 INTRODUCTION
1.1 Problem Statement
1.2 Purpose and Research Question
1.3 Outline of the Thesis
2.0 THE IMPORTANCE OF ENTREPRENEURSHIP
2.1 Corporate Entrepreneurship
2.2 The Role of Human Resource Management in Corporate Entrepreneurship
2.3 Entrepreneurship Orientation
2.3.1 Innovativeness
2.3.2 Risk-taking
2.3.3 Proactiveness
2.3.4 Soft Skills
2.3.5 Management Skills
2.4 Summary
3.0 RESEARCH METHODOLOGY
3.1 Literature Review
3.2 Research Design
3.3 Sample
3.4 Data Collection
3.4.1 Pilot Study
3.4.2 Interview Schedule
3.4.3 Main Study
3.4.4 Secondary Data
3.5 Data Analysis
3.6 Validity
3.7 Reliability
3.8 Limitations
4.0 EMPIRICAL RESULTS
4.1 Definition of Entrepreneurial Culture
4.2 Importance of Entrepreneurial Culture
4.3 Characteristics of Entrepreneurial People
4.3.1 Innovativeness
4.3.2 Risk-taking
4.3.3 Proactiveness
4.3.4 Soft Skills
4.3.5 Management Skills
4.4 Human Resource Management
4.4.1 Recruitment and Selection
4.4.2 Training and Development
4.5 Summary
5.0 DISCUSSION
5.1 Definition of Entrepreneurial Culture
5.2 Importance of Entrepreneurial Culture
5.3 Characteristics of Entrepreneurial People
5.3.1 Most Important Characteristics in General
5.3.2 Most Important Characteristics per Company Size
5.4 Human Resource Management
5.4.1 Recruitment and Selection
5.4.2 Training and Development
5.5 Summary
5.6 Universities enhance Company Performance
5.7 Other Findings and Observations
6.0 CONCLUSION
6.1 Contributions
6.1.1 Managerial and University Implications
6.2 Limitations and Future Research
Research Objectives and Key Topics
This thesis aims to investigate how Swedish-based companies utilize Human Resource Management (HRM) recruitment and development practices to foster Corporate Entrepreneurship (CE). By bridging the gap between theoretical Entrepreneurial Orientation (EO) models and practical company procedures, the study identifies the specific characteristics and skills that organizations prioritize when seeking entrepreneurial talent.
- Analysis of the link between Corporate Entrepreneurship and company performance.
- Examination of HRM's role in attracting and retaining entrepreneurial employees.
- Extension and application of the Entrepreneurial Orientation (EO) model.
- Identification of core characteristics for entrepreneurs across different company sizes.
- Assessment of current recruitment channels and internal training programs in Swedish firms.
Excerpt from the Book
1.0 INTRODUCTION
“As the 21st century unfolds, entrepreneurial actions are viewed as critical pathways to competitive advantage and improved performance” (Kuratko, Ireland & Hornsby, 2001, p. 60).
The phenomenon of entrepreneurship has lately experienced significant growth within different areas, reaching from Entrepreneurship Education to entrepreneurship within established companies (Carrier, 1996; Kuratko, 2005; Wakkee, Elfring & Monaghan, 2010; Valerio, Parton & Robb, 2014). Entrepreneurship has been described as a multifaceted endeavor, affected by a variety of social, cultural, environmental, demographic and economic factors (Stamboulis & Barlas, 2014). This involves the recognition of market opportunities within a process, by which individuals pursue possibilities without regarding resources they currently control, either outside or inside organizations (Guth & Ginsberg, 1990; Stevenson & Jarillo, 1990).
Within the broader phenomenon of entrepreneurship, Corporate Entrepreneurship (CE) refers to the development of new businesses within established firms and the transformation of companies through the implementation of new ideas (Guth & Ginsberg, 1990). It has been suggested by several studies that CE allows companies to improve organizational learning, creates new competencies and enhances financial performance (Zahra & Covin, 1995; Lumpkin & Dess, 1996; Zahra, Nielsen & Bogner, 1999). Consequently, CE is considered as a critical factor for a firms’ competitiveness (Carrier, 1996). An important driver of CE is the creation of a corporate entrepreneurial culture in order to accelerate growth and foster competitive effectiveness within organizations (Salama, 2012). Therefore, firms are looking for ways to enhance the entrepreneurial behavior of their employees (Kuratko et al., 2001).
Summary of Chapters
1.0 INTRODUCTION: Outlines the research problem regarding HRM practices in Corporate Entrepreneurship and defines the purpose of investigating how companies recruit entrepreneurial individuals.
2.0 THE IMPORTANCE OF ENTREPRENEURSHIP: Provides a theoretical foundation for Corporate Entrepreneurship and the Entrepreneurship Orientation (EO) model, introducing five dimensions: Innovativeness, Risk-taking, Proactiveness, Soft Skills, and Management Skills.
3.0 RESEARCH METHODOLOGY: Details the exploratory, mixed-method research design and the selection of 26 Swedish-based companies for primary data collection via semi-structured interviews.
4.0 EMPIRICAL RESULTS: Presents the findings regarding how companies define an entrepreneurial culture, the specific characteristics they seek in candidates, and current recruitment/branding strategies.
5.0 DISCUSSION: Analyzes the empirical results against existing theory, classifies companies by size (Large, SME, Start-up), and proposes implications for university-level Entrepreneurship Education.
6.0 CONCLUSION: Summarizes the key research findings, highlights theoretical contributions, acknowledges study limitations, and suggests future research directions.
Keywords
Entrepreneurship Education, Entrepreneurship Orientation, Corporate Entrepreneurship, Human Resource Management, Innovation, Recruitment, Selection, Organizational Performance, Competitive Advantage, Soft Skills, Management Skills, Swedish Companies, Startup, SME, Enterprise Development.
Frequently Asked Questions
What is the primary goal of this research?
The study aims to identify which specific recruitment and development practices Swedish companies use to enhance Corporate Entrepreneurship and what characteristics they require from potential employees.
What are the central themes of the thesis?
The work revolves around Corporate Entrepreneurship, the application of HRM functions for selective hiring, and the extension of the Entrepreneurial Orientation (EO) model to include soft and management skills.
Which scientific method was applied?
The authors conducted an exploratory, concurrent mixed-method study, involving semi-structured interviews with HR managers from 22 companies of varying sizes and industries in Sweden.
What does the main body cover?
It covers theoretical frameworks, empirical data analysis regarding entrepreneurial traits (like innovativeness and risk-taking), current corporate branding strategies, and how companies evaluate candidate skills.
What characterizes this work?
The work is characterized by its focus on the "Extended EO-model," which incorporates practical management and soft skills alongside traditional entrepreneurial indicators.
Which core concepts are examined?
Key concepts include Corporate Entrepreneurship (CE), Entrepreneurial Orientation (EO), Human Resource Management (HRM), and Entrepreneurship Education (EE).
How do company sizes influence recruitment strategies?
The study reveals distinct patterns based on size: Large firms often prioritize a "strong willingness to learn," SMEs emphasize "open-mindedness" and "financial knowledge," while start-ups focus heavily on "passion for the business" and "execution intelligence."
Why is the "Extended EO-model" significant?
It provides a more comprehensive framework by adding "Soft Skills" and "Management Skills" to the classic dimensions, reflecting modern corporate requirements for entrepreneurial talent.
- Citar trabajo
- Kim Julian Nestel (Autor), Elena Trost (Autor), 2016, Corporate Entrepreneurship. What do Companies require from Entrepreneurs?, Múnich, GRIN Verlag, https://www.grin.com/document/336180
