Managers' corporate entrepreneurial actions: Examining perception and position

Abstract. Through the development and extension of theories and scholars ’ subsequent empirical analyses of significant, theoretically grounded research questions, the knowledge about corporate entrepreneurship (CE) and its successful use continues to advance. Moreover, the literature suggests important relationships between the corporate environment, managers ’ entrepreneurial behavior and successful implementation of corporate entrepreneurship actions. In an attempt to test some of those relationships, we describe an empirical study of 523 managers that examines the relationships among the antecedents to managers ’ entrepreneurial behavior, a decision to implement entrepreneurial actions, and resulting job satisfaction and reinforcement practices. Through the development and extension of theories and scholars ’ subsequent empiri-cal analyses of significant, theoretically grounded research questions, knowledge about corporate entrepreneurship and its successful use continues to expand. However, de-spite the espoused and observed positive effects of CE, issues remain if we are to fully understand this construct’s promise (Hornsby, Kuratko and Zahra, 2002; Zahra, 1991; Zahra, Nielsen and Bogner, 1999). Moreover, outcome factors that influence an or-ganization’s willingness to continue implementing a CE strategy as well as managers