Accentuating the role of managerial cognition in business model design, scholarly work recently conceptualizes business models as cognitive phenomenon reflecting managerial mental models. However, this theoretical position has been largely criticized for its emphasis on the limitations of human cognition, resulting in studies that explore the manifestation of cognitive constraints. To further advance the conceptualization of business models as cognitive structures, this dissertation focuses on the cognitive heuristics undergirding managerial reasoning to counter cognitive biases inherent in the design of new business models. Providing implications for research at the intersection of cognition and business model design, our studies are situated in the context of corporate entrepreneurship initiatives, spawning the entrepreneur at the nexus of individual and idiosyncratic context.:1 Introduction 2 Theoretical framework 2.1 Theoretical perspectives in business model research 2.2 Cognitive view in business model research 3 Scientific contribution 3.1 Article I: Not all are equal – Linking dominant and emergent business model logics in corporate entrepreneurship initiatives 3.2 Article II: Corporate entrepreneurship initiatives: Antagonizing cognitive biases in business model design 3.3 Article III: Situated entrepreneurial cognition in corporate incubators and accelerators: The business model as a boundary object List of appendices Bibliography

Comprehensive research has been done on organisational behaviour, entrepreneurial spirit, entrepreneur, entrepreneurship and corporate entrepreneurship. Literature is however less clear on which organisational behaviour components influence corporate entrepreneurship. This creates a problem for managers and business leaders when they want to influence the entrepreneurial spirit within an organisation. This study summaries the literature on organisational behaviour variables and corporate entrepreneurship, as well as the limited findings linking the two concepts. The empirical study focuses four areas: testing validity and reliability of the measurements used in the study; the correlation between organisational behaviour components and corporate entrepreneurship; the ability of organisational behaviour components to predict corporate entrepreneurship; and finally testing if the grouping of organisational behaviour variables is justified. This cross sectional study was done in 12 non-listed and 5 listed companies in South Africa. Randomly selected employees completed 862 questionnaires. They represented all the local ethnic groups, both genders, and were from all organisational levels. The results of the empirical study indicated that the measurements used in the study were all acceptable being reliable and valid. The correlation between the selected organisational behaviour components and corporate entrepreneurship were all strong and significant, with goal setting the strongest, followed by performance management, then transformational leadership, and communication. The correlation with shared decision making, organisational culture, and power were less strong but still significant. The organisational behaviour components together declare a 46.5% variance in corporate entrepreneurship with organisational culture and goal setting contributing significantly and uniquely. Grouping the organisational behaviour variables in individual level, group level and organisational level, as suggested by many authors, did not provide a satisfactory solution. Suggestions to managers on where to focus when they want to foster corporate entrepreneurship were made. The limitations as well as suggestions for future research were discussed in the final instance. / Graduate School of Business Leadership / D.B.L.

Corporate governance (CG) has recently received much attention because of the wave of financial scandals in the early 2000s and the more recent global financial crisis. CG reforms, including laws, codes and listing rules have been established to protect shareholders’ rights and restore investors’ confidence in the capital market. These reforms have largely contributed to the evolution of internal and external governance mechanisms that are aimed at mitigating agency conflicts between managers and shareholders. However, overemphasis has been placed on the monitoring and control dimensions of governance, which may hinder entrepreneurial activities, obscure business prosperity and contribute to a narrow perspective on CG. It has been argued that there is a need to broaden CG beyond compliance (conformance) to a set of rules and laws, to include the performance aspects of governance that focus on strategy and value creation. In other words, governance should not only focus on monitoring managerial performance to ensure accountability to shareholders, but also on mechanisms that motivate management to optimise shareholders’ wealth. Enterprise governance (EG) framework has been introduced to keep the balance between the conformance and performance dimensions of governance. However, few studies address the possible tension between conformance and performance. Moreover, there is no agreement among these studies on the relationship between conformance and performance in the governance context. Arguably, Value-based Management (VBM) is an appropriate approach to address the issue of EG. VBM adopts value creation as an overall objective, develops a strategy that contributes to value creation and integrates it into decision-making. In this way, VBM can act as an effective mechanism for motivating management to maximise shareholder wealth, which works in parallel with other CG mechanisms, to mitigate agency conflicts resulting from the separation between ownership and management. This study aims to develop a contingency framework of EG through operationalising the conformance using CG and performance using corporate entrepreneurship (CE). This framework examines the inter-relationships between VBM, compliance with the Combined Code on Corporate Governance (CCCG), CE and the ultimate effect on organisational performance. More specifically, the study empirically examines the effect of compliance with the CCCG on CE, and whether VBM can achieve a balance between compliance with the CCCG and CE, should a conflict exist. The study also examines whether a fit between contingency variables (company size, agency conflicts, uncertainty, strategy and decentralisation), VBM, compliance with the CCCG codes and CE is associated with organisational performance. To achieve the aim of this study a cross-sectional survey, based on a questionnaire, is conducted to identify the level of VBM implementation, contextual and organisational factors in the large and medium quoted companies in the UK. The questionnaire targets the Chief Financial Officers (CFOs) in these companies as key informants. In addition, a content analysis of the annual reports of the sampled companies is undertaken to measure the level of compliance with the CCCG. Financial data (e.g. organisational performance) have been obtained from the DataStream, Fame and Thomson One Banker databases. Partial Least Squares Structural Equation Modelling (PLS-SEM) is adopted for data analysis and hypotheses testing. The results suggest that VBM implementation is positively associated with agency conflicts, low cost strategies and decentralisation. Compliance with the CCCG is positively associated with agency conflicts and company size. CE is positively associated with company size, uncertainty and differentiation strategies. In addition, the fit between compliance with the CCCG and contingency factors significantly predicts the marketbased performance. The fit between CE and the contingency factors significantly predict the perceived performance. However, the results regarding the effect of VBM on organisational performance are mixed. While VBM has no significant direct effect on the market-based performance, VBM has indirect positive effect on the market-based performance acting through compliance with the CCCG as an intervening variable. VBM is significantly associated with compliance with the CCCG but not with CE. No evidence is found for negative association between compliance with the CCCG and CE. The results support a large number of the proposed relationships between the contingency factors, VBM, compliance with the CCCG and CE. The results also suggest that using both compliance with the CCCG and CE as intervening variables in the relationship between VBM and organisational performance contributes to explaining the mixed results in the VBM literature. In terms of the EG framework, VBM does not keep a balance between conformance and performance. VBM emphasises the compliance with the CCCG (conformance) at the expense of CE (performance). The results did not provide significant evidence of a conflict between compliance with the CCCG and CE, the area which lacks empirical evidence. This study contributes to the literature at different levels. At the theoretical level, this study develops a theoretical model that links a performance management system (PMS), i.e. VBM, to CG practices and CE. This model attempts to bridge the gap between different disciplines, including management accounting, CG and entrepreneurship. Furthermore, combining both the contingency theory and the agency theory lenses contributes to the development of a comprehensive model of EG. At the methodological level, unlike previous studies, this study measures VBM practices on a continuum, rather than categories. Multiple data collection methods are used, and a powerful statistical technique (PLS-SEM) is adopted for data analysis. At the empirical level, the study is conducted in the UK. Though it is different from the US in many aspects, very few studies have been conducted in this context in many research areas such as VBM, CG and CE.

The positive relationship of firm-level entrepreneurship and performance has received much attention in recent years and has become an attractive title in the entrepreneurship literature. This popularity encourages researchers to study the role played by the phenomenon on other organizational outputs such as internationalization. Until now, the majority of international studies have put their attention on the conceptual explanation of the interaction, and the number of empirical studies on the subject is few. Furthermore, almost all the empirical studies have been performed in developed and emerging markets, and developing areas such as the Middle East are nearly ignored. In the real context of Iranian business, policymakers support entrepreneurship as a proven way to improve the internationalization of smaller companies. Following this assumption, several supportive plans have been designed and executed which aim to increase the entrepreneurial status of SMEs as a way to enhance their internationalization. A question worth answering here is: Does having a better entrepreneurial stature mean better internationalization for Iranian SMEs? To answer this question and to fill the gap in the literature on the subject, this research explains the relationship of firm-level entrepreneurship and the internationalization of Iranian SMEs. To resolve the current conceptualization problem of firm-level entrepreneurship and to respect a broad conceptualization of entrepreneurship, a profile measurement model was employed in which companies are classified into four different groups: non-entrepreneurial, forced entrepreneurial, latent entrepreneurial, and actual entrepreneurial. This profile model incorporates the two popular constructs of entrepreneurial orientation and corporate entrepreneurship to determine the entrepreneurial stature of a company. Surprisingly, while the literature predicted the highest level of internationalization for actual entrepreneurial companies, the forced entrepreneurial firms showed the best internationalization in reality. The only exception was when the environments became very hostile, in which the actual entrepreneurial SMEs suppressed the forced entrepreneurial, showing better internationalization. These unexpected conclusions led the researcher to consider the complementary role of business networks. A case study approach was applied. The results revealed the importance of actor type in the decision to enter a foreign market, structural holes in identifying international opportunities, and network closure in realizing the opportunities. In simpler words, the forced entrepreneurial company held a better position to receive the information about international markets because most actors who dealt with them where international companies. In addition, it enjoyed an external network rich of structural holes and a dense internal network, which respectively facilitated the exploration and exploitation of subsequent international opportunities. All in all, however, firm-level entrepreneurship seems an important factor of companies’ internationalization that could somehow justify why entrepreneurial companies show better international activities than nonentrepreneurial firms, it is not able to explain how different types of entrepreneurial companies could hold different levels of internationalization. This is the mutual interaction of entrepreneurial status and the network structure that presents a powerful explanation of the difference in internationalization among companies. Therefore, researchers are invited to focus more on a configurational analysis of firm-level entrepreneurship, network structure, and internationalization, and policymakers are recommended to see both entrepreneurship and business networks when they design a supportive plan to improve the internationalization of SMEs. / <p>In the printed version is the ISBN incorrrect: 978-91-7519-497-4. The ISBN is corrected in the electronic version.</p>

Doctor of Philosophy / Department of Educational Leadership / Jeffrey T. Zacharakis / Leaders of organizations are becoming more aware of their company’s potential adverse impact on society and are facing added pressure from stakeholders to find ways to mitigate this impact (Lancey, Cooper, Hayward, & Neuberger, 2010). The field of adult education, through its history in human resource development and social responsibility, can directly influence an organization’s corporate social responsibility strategy and thus its impact on society (Garavan, Heraty, Rock, & Dalton, 2010). This study aims to provide insight into the relationship between socially conscious human resource development training programs and the recommendation of new corporate social responsibility ideas for the organization. Furthermore, as many organizations are increasingly using entrepreneurial approaches to enhance their corporate social responsibility strategies (Austin, Leonard, Reficco, & Wei-Skiller, 2006), this study explores the relationship between entrepreneurial and social organizational antecedents perceived by 152 company managers and the development of new corporate social responsibility ideas for the organization. This research utilizes exploratory factor analysis and multiple regression to analyze the results of an online survey. The results of the analysis indicated that a statistically significant relationship existed between the number of socially conscious human resource development training programs attended and the recommendation of new corporate social responsibility ideas. Additionally, this research indicated that a manager’s perception of the level of social proactiveness in a firm is a significant organizational antecedent that correlates with the recommendation of new corporate social responsibility ideas.

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<p>           The global financial crisis of 2008-2009 that the world economy is passing through has a major effect on the automotive industry in particular. The impact of the international financial market crisis on the automotive industry is dramatic.  The global unit sales of cars has decreased by approximately 5%, the biggest drop in nearly 30 years, and a significant sharp drop in demand in the volume in all market. Daimler AG with no exception along with all the big players in the automotive sector is faced with critical strategic dilemmas to deal with the current automotive crisis resulting from the global financial crisis.</p><p>The main purpose of this thesis is to study Daimler AG Company entrepreneurial activities and practices that can help establishing Corporate Entrepreneurship in the organization. It aims to identify the models used by Daimler for maintaining or even creating the corporate entrepreneurship. It will be concentrating of certain aspects of CE mainly related to leadership, culture, structure, and strategy of Daimler AG. We also aim to understand if Corporate Entrepreneurship is a solution for Daimler AG to survive in this automotive crisis.</p><p>Qualitative method is used in our study in order to evaluate and test our research questions. Qualitative method in this research will aim to collect both primary data through semi-structured interview, and secondary data related with Daimler and corporate entrepreneurship which is obtained through Daimler website and relevant reports, academic journals, university database, books and relevant websites.</p><p>Therefore, is corporate entrepreneurship (CE) a solution for the automotive crisis? We conclude that Daimler is applying a strategy based on creating a high entrepreneurial environment within their organization. The current performance measures show that Daimler is improving and in a better situation than many other automotive manufacturers.  However, we believe that corporate entrepreneurship (CE) by itself is insufficient for MNCs like Daimler to survive the current crisis. Nonetheless, CE is a crucial supporting factor that is needed for an organization to survive in an extreme business environment, where constant innovation and further development is always needed to sustain future growth. </p>

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Purpose: This thesis uses a case study approach. The purpose is to conduct a critical review of the potentiality of intrapreneurship/corporate entrepreneurship to create an attractive workplace that 1) draws Generation Y as potential employees, and 2) retains them by satisfying their demands, unlocking their full potential through motivation. Background: It is now time for Generation Y to enter the workforce and their values and expectations on the workplace is different from the generations before them. This causes difficulties for organisations to attract and retain Generation Y but it is necessary in order to become a competitive performer in the future. In order to attract and retain Generation Y companies need to motivate their employees, foster and encourage creativity, and create an exciting work environment. This can be done through corporate entrepreneurship/ intrapreneurship and it is therefore interesting to see how Generation Y responds to this concept as well as if it contributes in creating an attractive workplace. Method: The authors made use of a mixed method concurrent triangulation strategy within an explorative sequential design. Where qualitative data was gathered through an explorative pre-study and then through case studies with two companies, simultaneously quantitative data was collected through surveys and the study ended with a qualitative confirmatory study where the results of the analysis was tested against a third company. Conclusion: The result of the study indicated that the companies investigated all had a high level of corporate entrepreneurship, it was also confirmed that Generation Y are suited to become intrapreneurs and that they would feel attracted and more likely to retain in an organisation that promotes intrapreneurship. It was furthermore concluded that corporate entrepreneurship contributes in creating an attractive workplace also for non-intrapreneurs.