Cheng Tseng and Chien-Chi Tseng
The purpose of this paper is to explore corporate entrepreneurship and the relationship between intrapreneurship and the proposed strategic models through a literature review…
Abstract
Purpose
The purpose of this paper is to explore corporate entrepreneurship and the relationship between intrapreneurship and the proposed strategic models through a literature review. This paper reviews the strategic approach for increasing internal innovation performance at corporations.
Design/methodology/approach
Key words were identified to use in the literature search: corporate entrepreneurship, innovation performance and entrepreneurial environment. Then, all of the several electronic databases available in the university’s electronic library, including Harvard Business Review and The University of Chicago Press, as well as journals, books, Google Scholar and other institutional resources.
Findings
The six innovative outcomes are motivating individuals to engage in innovative behavior, concentrating entrepreneurial ventures through a newly minted organization within a corporation, helping innovative-minded people to reach their full potential, rewarding a corporate entrepreneur, encouraging people to look at the organization from a broad perspective and educating employees about corporate entrepreneurship.
Research limitations/implications
The study was exploratory, based on a literature review. Further studies are needed using empirical research to examine why corporate entrepreneurship was attributed to be the strategic approach for internal innovation performance.
Practical implications
By implementing the strategic approaches, corporate management professionals can realize their entrepreneurial intentions for the firm and maintain their responsibility to shareholders in terms of other business and development goals.
Originality/value
The research constructs an input-process-output framework that minimizes external mergers and acquisitions and maximizes internal innovation performance. Value was created when corporate entrepreneurship was identified as a strategic approach for internal innovation performance.
Details
Keywords
Chien‐Chi Tseng and Gary N. McLean
The purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and…
Abstract
Purpose
The purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and HRD outcomes through a literature review.
Design/methodology/approach
Keywords were identified to use in the literature search: HRD, SHRD practices, and organizational learning. All of the several electronic databases available in the university's electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google.
Findings
Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation.
Research limitations/implications
The study was exploratory, based on a literature review. Empirical research is needed to examine why some SHRD practices, like culture recognition, environmental scanning, and organizational mission and goals, were suggested as key factors in organizational learning.
Practical implications
Instilling more SHRD practices through organizational learning may lead to more desired HRD outcomes.
Originality/value
The research constructs a conceptual framework to outline the relationships among SHRD practices and organizational learning. Value was created when strategic HRD practices were identified as key factors in organizational learning.
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Keywords
The purpose of this research is to explore the relationships among self‐directed learning and entrepreneurial learning; and the relationships among entrepreneurial learning and…
Abstract
Purpose
The purpose of this research is to explore the relationships among self‐directed learning and entrepreneurial learning; and the relationships among entrepreneurial learning and entrepreneurial performance through a literature review. This paper reviews the characteristics of self‐directed learning that are important in supporting entrepreneurial learning. A conceptual framework outlining the relationships among self‐directed learning and entrepreneurial learning is provided to illustrate how these relationships can enhance entrepreneurial performance.
Design/methodology/approach
Key words are identified to use in the literature search. All of the several electronic databases available in the online library, including both journal and book sources, are used to search for resources, as well as Google Scholar and Google Search.
Findings
Entrepreneurs who learn and develop their self‐management and self‐monitoring skills have more opportunities to enhance entrepreneurial knowledge and experiences in the entrepreneurial development process. The research generates valuable outcomes and findings for future business and entrepreneurship study: self‐directed learning has emerged as an important area of inquiry in relation to entrepreneurial learning, as well as entrepreneurial performance.
Research limitations/implications
The study was exploratory, based on the literature review. Further studies are needed using empirical research to examine why some characteristics of self‐directed learning and entrepreneurial learning are better used to enhance the outcomes of entrepreneurial performance.
Originality/value
The research constructs a conceptual framework to outline the relationships among self‐directed learning, entrepreneurial learning, and entrepreneurial performance. Value was created when self‐directed learning and entrepreneurial learning are identified as the key factors for the entrepreneurial performance.
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Keywords
Yuying Wu, Min Zhang and Zhiqiang Wang
This study empirically investigates the impacts of technological innovation and operational efficiency on environmental performance and the moderating effects of environmental…
Abstract
Purpose
This study empirically investigates the impacts of technological innovation and operational efficiency on environmental performance and the moderating effects of environmental orientation.
Design/methodology/approach
We develop a conceptual framework based on the Porter Hypothesis. We collect a sample of 850 listed firms in China between 2010 and 2019. The fixed effect model was used to analyse the data.
Findings
The empirical findings reveal that technological innovation indirectly enhances environmental performance through operational efficiency and partially mediates this impact. We also find that environmental orientation strengthens the positive impacts of technological innovation and operational efficiency on environmental performance.
Originality/value
This study contributes to the literature by revealing that technological innovation is positively associated with operational efficiency and environmental performance, which suggests that technological innovation can simultaneously enhance business and environmental performance. Hence, this study provides empirical support for the Porter Hypothesis. The results also extend the Porter Hypothesis by revealing how technological innovation affects environmental performance and under what conditions technological innovation has a greater impact on environmental performance.