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The paper sought to extend previous research on factors associated with corporate entrepreneurship (CE) by surveying operating managers and top executives in Thai manufacturing firms.

The paper used an expanded case method that combined face‐to‐face interviews with the top executives and results of responses to the corporate entrepreneurship assessment instrument (CEAI) by middle managers in three large and three medium Thai manufacturing firms.

The results of this paper suggest that management support for CE, their use of rewards and recognition, and their allowing workers discretion in their jobs all are significantly related to improving competitiveness, as indicated by internal performance improvement and firm financial improvement. Unlike previous studies, time allocated to idea generation/innovation activities and cross‐boundary communication are not found to be significantly associated with CE in Thai manufacturing firms. These quantitative results are augmented by the interview results, which suggest that CE in Thai manufacturing firms is affected by global competitiveness, technology, and government policies.

The generalizability of the findings are limited by the size of the sample and the use of a single industry.

The results suggest that Thai firms can affect change in their CE activities and that these changes will impact the bottom line. CE activities are influenced by competition and government policy.

The paper combined the insights of personal interviews with top managers and the feedback from top managers in their firms to gain an overview of CE activity.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The overall survey results point to management support for corporate entrepreneurialism being related significantly to improving competitiveness. The use of rewards, recognition and opportunities for employees to determine their own activities and pursue their own agenda where appropriate are highly significant factors. Time allocated to idea generation and innovation activities appears to be less marked, however, than in previous studies elsewhere. One limitation to the findings is that it is concerned specifically with one industry; 181 operational managers provided usable responses but with all of them in manufacturing, this limits the way the findings can be generalized to other industries; at the same time, some companies who might have offered a different perspective did not give permission for the research to take place at all.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this paper is to add new theoretical insights on the employee‐organization relationship (EOR) in the context of corporate entrepreneurship (CE), specifically in collective entrepreneurship.

The paper presents a brief overview of the content of each of the articles included in this special issue.

In the last decades, the study of the EOR has become an integral part of the literature as an approach aimed to provide the theoretical foundations to understanding the employee and employer perspectives to the exchange. Also, the greater complex environment and the higher level of innovativeness have pushed firms to become more entrepreneurial in order to identify new opportunities for sustained superior performance. In this context, emerges CE and involves not only formal activities to enhance product innovation, risk taking and a proactive response to environmental forces, but also organizational learning, driven by collaboration, and commitment. Specifically, different EORs and specific human resources management practices are required in the light of collective entrepreneurship, understood as work among entrepreneurial teams within the organizations and collaboration among employees.

The paper provides an overview of the EOR in collective entrepreneurship.