An empirical study of corporate entrepreneurship in hospitality companies

Abstract

This study tests the model of the relationship between corporate entrepreneurship and strategic management, developed for the manufacturing industry by Barringer and Bluedorn (1999), in the hospitality industry. The findings show some similar and different results from the research of Barringer and Bluedorn (1999). Like manufacturing companies, hospitality companies perceive that corporate entrepreneurship is influenced by four strategic planning practices: environmental scanning intensity, planning flexibility, planning horizon, and locus of planning. Hospitality companies, however, consider that financial controls, not strategic controls, positively influence corporate entrepreneurship intensity. These findings have practical applications for hospitality corporations that are attempting to become more entrepreneurial, and will also help researchers to better understand the relationship of corporate entrepreneurship and strategic planning.