Integrating corporate entrepreneurship with organisational culture through leadership

Abstract

Purpose: The purpose of this paper is to examine the impact of corporate entrepreneurship on organisational culture as a means of achieving high organisational performance providing competitive advantage for organisational survival in such a global era. Design/methodology/approach: A literature survey was conducted tracing the origin of the concept of entrepreneurship, starting from Schumpeter's (1942) creative destruction concept, followed by characteristics of entrepreneurial behaviour, followed by providing a link between entrepreneurship and corporate entrepreneurship. Furthermore, the research explains the corporate entrepreneurship innovation process, and finally provides suggestions on how to integrate corporate entrepreneurship with organisational culture. It does this by proposing a suitable leadership style to guarantee high organisational performance. Findings: The findings demonstrate that organisational structure does have an impact on organisational performance guiding the competitive advantage strategy (i.e. innovative differentiation, cost leadership and/or quick response to market demand). This, in turn, impacts on organisational innovation and creative behaviour, which influences its corporate entrepreneurial process. Originality/value: This study purports valuable contributions by suggesting the integration of the following elements required for corporate entrepreneurship and WASD International Journal of Innovation and Knowledge Management in Middle East and North Africa V6N2 2017 77 78 S. El-Kafafi organisational culture: 1) risk taking; 2) rewards and motivation; 3) management support; 4) resource availability; and 5) organisational structure. Furthermore, the research provided an adequate leadership style to guarantee high performance through an innovative culture, advocating corporate entrepreneurship.