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This dissertation examines corporate entrepreneurship at the organizational level of analysis. The current study considers several empirical and theoretical gaps, which have arisen in entrepreneurship literature. The exhaustive scan of the extant literature, more than anything else, has shown that there still exists a void in our understanding of the antecedents and outcome of corporate entrepreneurship. The present study fills these gaps by examining the relationship between various factors stimulating corporate entrepreneurship (antecedents of corporate entrepreneurship). It was further argued that corporate entrepreneurship assists in recognizing opportunities, finding of new sources of value, and manage innovation that leads to the greater firm performance (as a consequence of corporate entrepreneurship. This study also focuses on the examination of the mediating effects of corporate entrepreneurship in the relationship between corporate entrepreneurship antecedents (i.e., environmental factors, organizational factors, and informational capability factors) and firm performance. In addition, moderating effect of social capital on the corporate entrepreneurship-firm performance relationship was also investigated. In the present study, a mail survey was used as the method for data collection. In addition, a total of 354 Iranian SMEs of textile industry constituted the sample of the research. The six research objectives and nine research questions of the study were answered by performing appropriate descriptive and inferential statistical analyses. The hypotheses of the study tested using the hierarchical multiple regression, multiple regression analysis following Baron and Kenny’s three-step procedure, and hierarchical moderated regression. The findings of this study revealed that there is a significant positive relationship between (i) overall environmental factors and corporate entrepreneurship (β=.128, p<.05); (ii) overall organizational factors and corporate en

Established firms that continuously and systematically implement entrepreneurial initiatives exhibit behavior that corporate entrepreneurship researchers label as “sustained regeneration”. A prime example of sustained regeneration is new product development activity in industries such as computers, electronics, and textiles where the introduction of new products is on-going and firm’s creativities have important implications to its performance. On the other hand, knowledge entrepreneurship describes the organizational ability to respond to learn to capitalize on an opportunity, or to protect against a threat by adopting an innovation. Successful adoption of innovation requires an organizational ability to manage the process within the organization that deals with new or newly interpreted knowledge and under conditions of uncertainty and in the face of controversy, develop and initiate a plan of action to respond with goal-oriented organizational behavioral changes. Knowledge entrepreneurship connotes a “drive to implement change, to accomplish this goal, and to adopt an innovation”. Knowledge entrepreneurship involves a motivated pursuit of competitive advantage, using knowledge as a means of developing sources of advantage similar to those described in the market orientation and absorptive capacity literatures. It describes a driven effort to utilize knowledge through innovation. This article is identifying knowledge entrepreneurship, and determining which factors may affect the nature of this concept. The selected criteria have been assessed according to their relative importance by utilizing analytical hierarchy process (AHP) approach and expert choice software program.

Established firms that continuously and systematically implement entrepreneurial initiatives exhibit behavior that corporate entrepreneurship researchers label as “sustained regeneration”. A prime example of sustained regeneration is new product development activity in industries such as computers, electronics, and textiles where the introduction of new products is on-going and firm’s creativities have important implications to its performance. On the other hand, knowledge entrepreneurship describes the organizational ability to respond to learn to capitalize on an opportunity, or to protect against a threat by adopting an innovation. Successful adoption of innovation requires an organizational ability to manage the process within the organization that deals with new or newly interpreted knowledge and under conditions of uncertainty and in the face of controversy, develop and initiate a plan of action to respond with goal-oriented organizational behavioral changes. Knowledge entrepreneurship connotes a “drive to implement change, to accomplish this goal, and to adopt an innovation”. Knowledge entrepreneurship involves a motivated pursuit of competitive advantage, using knowledge as a means of developing sources of advantage similar to those described in the market orientation and absorptive capacity literatures. It describes a driven effort to utilize knowledge through innovation. This article is identifying knowledge entrepreneurship, and determining which factors may affect the nature of this concept. The selected criteria have been assessed according to their relative importance by utilizing analytical hierarchy process (AHP) approach and expert choice software program.

This paper is one of the outcomes of the study from interview of 30 entrepreneurs in Malaysia, investigating the business competencies needed for successful in their business. In the paper, the training needs of entrepreneurs are identified and analysed with respect to a number of issues affecting business such as creativity and innovation, sources of business finance, accounting skills, financial management, areas in which the entrepreneurs find it difficult to acquire knowledge. The study confirm the view of entrepreneurship education makes a significant different in the performance of entrepreneurs, with entrepreneurs expressing a need for further training and education in specific business issues.

Corporate entrepreneurship (hereafter abbreviated as CE) plays a major role in promoting the performance of the small and medium sized enterprises (SMEs). To compete in the global market, it is imperative that company must know and understand the business environment (Zhang & Li, 2007). It is believed that companies that behave entrepreneurially and respond to the changing environment will perform better (Nybakk & Hansen, 2008). Entrepreneurship can also be conceptualized, however, as a process or activity within the organization, distinct from specific individuals. To encourage creativity, flexibility, and to support risk, it is a process of organizational renewal. This article hypothesized that more textile companies in Yazd city in Iran are encouraged to devote efforts towards identifying entrepreneurship engineering (here after acronym as EE), and determining which factors may affect the nature of this concept. The study employed the survey method using structured mail questionnaire. By quantitative methods, several textile companies in Yard city in Iran were examined in relation to EE. Data from twenty-five respondents in several carpet companies were analyzed. The findings show that EE as an important component can play vital role for improving organizational performance. Finally, the selected criteria have been assessed according to their relative importance by utilizing AHP approach and Expert Choice software program.