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Essay / Research Paper Abstract
A 5 page paper that discusses the role of mid-level managers in the success of corporate entrepreneurship. The essay begins with a definition of corporate entrepreneurship and then discusses the pivotal role of middle management. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGCEmdmg.rtf
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Unformatted sample text from the term paper:
the last twenty-five years and it has to do with corporate innovation (Kuratko and Hornsby, 2001). From start-up companies to multinational corporations are acting in proactive ways "to exploit product-market
opportunities" (Kuratko and Hornsby, 2001). Zahra (1991) said "corporate entrepreneurship may be formal or informal activities aimed at creating new businesses in established companies through product and process innovations and
market developments" (p. 262). Thus, the motivation for corporate entrepreneurship is profitability but it is also for strategic renewal, global success, developing a new identity, being open to trends and
gaining knowledge that will help the company develop other revenue options and gaining a competitive advantage (Kuratko et al, 2005). The middle manager plays a significant role in a
companys corporate entrepreneurship endeavors (Kuratko and Hornsby, 2001). Middle managers by title and function link top level executive perspectives with actual implementation at the lower levels (Kuratko and Hornsby, 2001).
Mid-level managers support corporate entrepreneurship when they develop entrepreneurial behaviors and sustain entrepreneurial activities (Kuratko et al, 2005). Some have talked about middle-level managers as being the enablers
of entrepreneurial actions (Ghoshal and Bartlett, 1994). These might be actions that create new ventures or that are involved with strategic renewal of the organization (Ghoshal and Bartlett, 1994). They
facilitate the flow and exchange of information between upper and lower management levels (Ghoshal and Bartlett, 1994). In this way, they shape entrepreneurial actions that were devised by the top
executive level in how lower level managers implement those ideas (Kuratko and Hornsby, 2001). Middle managers are the bridge between perspective and implementation and because of that, they determine how
the companies competencies will be used and what competencies will be developed (Kuratko and Hornsby, 2001). King and colleagues explained: "Because middle managers must reconcile top-level perspectives and lower-level
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