Entrepreneurship in the Public Sector: When Middle Managers by Fabian Elias Diefenbach

By Fabian Elias Diefenbach

Entrepreneurship is frequently thought of a method for public quarter enterprises to raised serve the general public. yet what are the drivers for entrepreneurship in such businesses? And does entrepreneurship relatively create price? to respond to those questions, Fabian E. Diefenbach develops a learn version according to a complete evaluation of the literatures on deepest zone company entrepreneurship, public entrepreneurship, and public price administration. The empirical analyses establish 5 drivers of entrepreneurship and exhibit a good impression of entrepreneurship on worth production. This e-book concludes with an in depth dialogue of the implications and, importantly, their implications for public region managers.

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159–160). The multi-level character of corporate entrepreneurship is also highlighted by Burgelman’s (1983a) work on the internal corporate venturing process: accordingly, frontline managers launch autonomous initiatives, middle managers draw implications for larger strategy, and top managers change corporate strategy in the light of successful initiatives. In this context, Hornsby et al. (2009) provide evidence that entrepreneurial action takes place at all three management levels. More specifically, in ideal organiza- Private Sector Corporate Entrepreneurship 21 tional structures, top managers and middle managers engage in entrepreneurial action more often than front-line managers do.

Lewis (1980, “[…] a person who creates or profoundly elaborates a public organization so as to alter greatly the p. ” pp. ” a Currie et al. (2008) draw on this (private sector) entrepreneurship definition throughout their paper. 33 34 Entrepreneurship in the Public Sector Definitions of entrepreneurship in the public sector have a number of elements in common. , 2007, p. 277). 4). Second, some definitions incorporate value creation – for example mentioned as “value for citizens” (Morris & Jones, 1999, p.

Floyd & Wooldridge, 1992, p. 154). , 2005, p. 705). They can include promotion, career derailment, financial rewards as 24 Private Sector Corporate Entrepreneurship well as changes in performance and culture. More prominent than these outcomes’ description are their effects in the model. Accordingly, the perceptions of these outcomes are evaluated against previous expectations at the individual and organizational levels (2005, p. 710). Through a feedback mechanism, the outcomes thus affect entrepreneurial behaviors directly and indirectly through organizational antecedents.

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