Anno 2013 Europe resides in a severe economic crisis that has been lasting for five years. Companies are struggling to deal with the influences of this crisis and require strategic insights to maintain performance. According to theory entrepreneurship and innovation are central mechanisms in the creation of wealth in the capitalist system and an entrepreneurial strategy could provide relatively much benefit in a crisis period. This study focuses on the central question:  How does an entrepreneurial orientation affect the performance of companies in the economic crisis? To answer this question a variety of theories on entrepreneurship, innovation and the creation of wealth in capitalism were examined. On many occasions quantitative research has been performed to measure the relationship between an entrepreneurial orientation and performance. This study provides an extra dimension by using archival financial data of companies during and before the crisis to draw comparisons and examine developments in performance in relation to an entrepreneurial orientation. Data on the entrepreneurial orientation was collected with an online survey which was sent to companies. The results of the survey indicated the degree of entrepreneurial orientation of the companies in separate categories; innovativeness, proactiveness and risk taking. The results were linked to their financial performance which was obtained from a database. Comparisons between the performance before and during the crisis in relation to the scores on entrepreneurship were made, and the development of their financial performance since the crisis was examined. The results of this study indicate that an entrepreneurial orientation has a relatively more positive influence on performance during the crisis. However the relationship between an entrepreneurial orientation and performance is highly dependent on the company and type of industry so no unilateral positive correlations with performance were found. For a set of industrial, manufacturing, chemical and service companies the development of the financial performance since the crisis is highly positively correlated with innovativeness and proactiveness. For a set of other company types including foundations, (public) utility companies, (public) real estate companies, construction companies, trade and investment firms no correlations were found. The findings in this study indicate that depending on the type of company and industry, an entrepreneurial orientation can have a strong positive effect on the development of financial performance in the crisis.

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. 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. 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. 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.

China has been a popular place for investment since it opened market in 1980¡¦s. Firms need to consider how to use inner and outer factors to gain competitiveness in this furious competition. This research is using a qualitative approach and case details were collected from firms which operate in China for years. This research aims to discover the relationship between firms¡¦ inner factors which are organizational capital types, strategic human capital management practices, and corporate entrepreneurship capability, and how they affect organizational competitiveness. Besides, this research also adds in the effect of institutional environment to find out how it influences those inner resources. Findings reveal that environmental factors are influencing firms¡¦ corporate entrepreneurship capability, but the effect is different in different industries and ownerships. For foreign investment, the effect is weak and negative; for local high-tech firms, the effect is strong and positive; for local service firms, the effect is huge and negative. Moreover, organizational capital types and strategic human capital management practices are influenced by institutional environment. Organizational capital is positively influencing corporate entrepreneurship and influencing selection of strategic human capital management practices, and even positively affecting organizational competitiveness. However, corporate entrepreneurship capability is influenced by organizational capital types and strategic human capital management practices and further affecting organizational competitive ability.

<p><strong>Purpose: </strong>This thesis uses a case study approach. The purpose is to <em>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</em>.</p><p><strong>Background: </strong>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.</p><p><strong>Method: </strong>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.</p><p><strong>Conclusion: </strong>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.</p>

The global economy is creating profound and substantial changes for business and industries throughout the world. In the agricultural industry this is also true regarding the active consolidation of the food-value chain that is taking place at a rapid rate and on the other hand a strong component of international competitiveness is becoming a reality with multi-national role players positioning them globally. The consumer on the other hand requires a simpler and cheaper supply chain and wants to participate in the deliberations regarding the end product. In order for Senwes to be successfully positioned as an intermediary, it is evident that change is essential and unavoidable. Therefore, Senwes business platform has to be enlarged, scale of volume has to be added and trade mark has to be addressed. The literature review in this study confirmed that corporate entrepreneurship is recognised as a potential viable means of promoting and sustaining competitiveness, and transforming business and industry opportunities for value-creating innovation. The primary objective of this study is twofold: Firstly, to assess the determinants of corporate entrepreneurship and retail in an agri-business in South Africa and secondly to propose an integrated framework to facilitate the process of establishing and maintaining corporate entrepreneurship and retail within the specific agribusiness in South Africa. A comprehendsive literature overview on corporate entrepreneurship was conducted in chapter 2. In the literature review corporate entrepreneurship was defined and the necessity and fostering of corporate entrepreneurship discussed. A framework with determinants for sustainable corporate entrepreneurship was furthermore explained. The chapter was concluded with a discussion on corporate entrepreneurial strategy. A historic overview of the agricultural industry in South Africa was presented. The focus of the discussion was on the agri-business sector in South Africa with a discussion on Senwes Limited. The nature of retail was discussed in chapter 4. An overview of the nature of retail with a definition of retail was explained. The reason for the change in retail, with different types of retailers as well as a strategic model was noted and discussed. A specific focus in the chapter was given to the strategic drivers for retail success with an overview of key retail success factors. The chapter was concluded with a discussion on the future of retailing. Empirical research was conducted after the literature review. The empirical research Specific climate variable. Work discretion and Management support need development to become present. As far as the retail survey is concerned, six variables describing the theoretical dimensions of Store factor, Technology, Service factor, Merchandise/Product, Price and Segmentation/Target market were extracted. As indicated from the results the constructs Store factor, Technology and Service factor are present in the business. Merchandise/Product, Price and Segmentation/Target market need development to become present in the business. Regarding the perceived success survey is concerned three factors, Financial measures, Process measures, People development were extracted. All three factors are present in the business. . Finally, recommendations were proposed by means of an integrated framework that could assist the agri-business to establish and maintain corporate entrepreneurship and retail within the business focused on discussing the results obtained from the corporate entrepreneurial climate and retail questionnaire. Middle management and first line supervisors/staff of Senwes Village, Retail division, were selected as the sample population for this study and a 65% ratingwas achieved. Basic demographic information were dealt with first, after which the perceptions of the respondents with regard to the corporate entrepreneurial orientation and climate constructs, constructs measuring retail and perceived success of the business were discussed. Furthermore, relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detailed empirical analysis done in chapter 5, conclusions were made in chapter 6. Regarding the entrepreneurial orientation survey, five variables describing theoretical dimensions of Autonomy, Innovativeness, Risk-taking, Pro-activeness and Competitive aggressiveness were extracted. The constructs Innovativeness, Pro-activeness and Competitive aggressiveness are present in Senwes Village, Retail division. Autonomy and Risk-taking are less prevalent in Senwes Village, Retail division due to the lower average mean score that was obtained from the empirical study. In conclusion to the entrepreneurial climate survey, four variables describing theoretical dimensions of Management Support, Work discretion, Rewards/Reinforcement, Specific climate variables were extracted. The construct that is already active within the business is Rewards/Reinforcement. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The global economy is creating profound and substantial changes for business and industries throughout the world. In the agricultural industry this is also true regarding the active consolidation of the food-value chain that is taking place at a rapid rate and on the other hand a strong component of international competitiveness is becoming a reality with multi-national role players positioning them globally. The consumer on the other hand requires a simpler and cheaper supply chain and wants to participate in the deliberations regarding the end product. In order for Senwes to be successfully positioned as an intermediary, it is evident that change is essential and unavoidable. Therefore, Senwes business platform has to be enlarged, scale of volume has to be added and trade mark has to be addressed. The literature review in this study confirmed that corporate entrepreneurship is recognised as a potential viable means of promoting and sustaining competitiveness, and transforming business and industry opportunities for value-creating innovation. The primary objective of this study is twofold: Firstly, to assess the determinants of corporate entrepreneurship and retail in an agri-business in South Africa and secondly to propose an integrated framework to facilitate the process of establishing and maintaining corporate entrepreneurship and retail within the specific agribusiness in South Africa. A comprehendsive literature overview on corporate entrepreneurship was conducted in chapter 2. In the literature review corporate entrepreneurship was defined and the necessity and fostering of corporate entrepreneurship discussed. A framework with determinants for sustainable corporate entrepreneurship was furthermore explained. The chapter was concluded with a discussion on corporate entrepreneurial strategy. A historic overview of the agricultural industry in South Africa was presented. The focus of the discussion was on the agri-business sector in South Africa with a discussion on Senwes Limited. The nature of retail was discussed in chapter 4. An overview of the nature of retail with a definition of retail was explained. The reason for the change in retail, with different types of retailers as well as a strategic model was noted and discussed. A specific focus in the chapter was given to the strategic drivers for retail success with an overview of key retail success factors. The chapter was concluded with a discussion on the future of retailing. Empirical research was conducted after the literature review. The empirical research Specific climate variable. Work discretion and Management support need development to become present. As far as the retail survey is concerned, six variables describing the theoretical dimensions of Store factor, Technology, Service factor, Merchandise/Product, Price and Segmentation/Target market were extracted. As indicated from the results the constructs Store factor, Technology and Service factor are present in the business. Merchandise/Product, Price and Segmentation/Target market need development to become present in the business. Regarding the perceived success survey is concerned three factors, Financial measures, Process measures, People development were extracted. All three factors are present in the business. . Finally, recommendations were proposed by means of an integrated framework that could assist the agri-business to establish and maintain corporate entrepreneurship and retail within the business focused on discussing the results obtained from the corporate entrepreneurial climate and retail questionnaire. Middle management and first line supervisors/staff of Senwes Village, Retail division, were selected as the sample population for this study and a 65% ratingwas achieved. Basic demographic information were dealt with first, after which the perceptions of the respondents with regard to the corporate entrepreneurial orientation and climate constructs, constructs measuring retail and perceived success of the business were discussed. Furthermore, relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detailed empirical analysis done in chapter 5, conclusions were made in chapter 6. Regarding the entrepreneurial orientation survey, five variables describing theoretical dimensions of Autonomy, Innovativeness, Risk-taking, Pro-activeness and Competitive aggressiveness were extracted. The constructs Innovativeness, Pro-activeness and Competitive aggressiveness are present in Senwes Village, Retail division. Autonomy and Risk-taking are less prevalent in Senwes Village, Retail division due to the lower average mean score that was obtained from the empirical study. In conclusion to the entrepreneurial climate survey, four variables describing theoretical dimensions of Management Support, Work discretion, Rewards/Reinforcement, Specific climate variables were extracted. The construct that is already active within the business is Rewards/Reinforcement. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The background in which global organisations operate in at present is very competitive. In an ever faster growing global economy the role of the entrepreneur within the large organisation becomes more and more important to ensure the company keeps the competitive edge. The Linde Group is a world class company with a world class management strategy and systems to support the strategy. Part of the The Linde Group management strategy is being a high performing organisation, wanting to give all employees the opportunity to contribute to improvement by sharing their ideas with the company. This study was done at African Oxygen Limited, South Africa, a regional business unit in Africa for The Linde Group. African Oxygen Limited embarked on various programmes to create opportunities for employees to think in an entrepreneurial way. Middle managers at African Oxygen Limited play an important role in the innovation programs implemented at African Oxygen Limited. Against this background, this study seeks to confirm whether African Oxygen Limited, South Africa has a true entrepreneurial climate and whether the middle management level involved with these initiatives share this perception. Corporate entrepreneurship is characterised by people who are innovative, creative, spend time and take risks. To support these entrepreneurial activities, the organisation needs a climate and culture that is beneficial to these activities. An entrepreneurial orientation within an organisation is marked by dimensions such as innovativeness, pro–activeness, risk–taking, competitive aggressiveness and autonomy. The entrepreneurial behaviour among middle level managers is most critical to the effective implementation of corporate entrepreneurship. The primary objective of this study was to assess the entrepreneurial climate in African Oxygen Limited and to make recommendations to foster corporate entrepreneurship within the organisation. The literature review was instrumental to gather secondary data on corporate entrepreneurship and to understand its dynamics. In order to gain primary data, quantitative research was carried out. The study population comprised lower and middle management, who were requested to complete questionnaires. This was followed by statistical analysis. The empirical results indicate no practical significance in respondents' perception based on the gender of the respondents. However, the results do indicate practical significant differences between the relationship between the groups of middle and lower management level with respect to entrepreneurial climate and the perceived organisational success. An evaluation of the corporate entrepreneurial climate in the organisation was performed and the average mean for the study calculated. Seven out of 13 constructs evaluated had a mean above the average mean of x = 3.502, the other six constructs evaluated had a mean ranked lower than the average mean. All of the constructs still had a mean above three out of five. All four of the used variables measuring the perceived organisational success, were reported by respondents to have a mean above three which is the neutral point. The average mean of the perceived success of the organisation was 3.688. It was clear that the constructs for perceived organisational success had a fairly strong presence, but there is still room for improvement. With reference to the entrepreneurial climate within Afrox the conclusion is that it is not optimally entrepreneurial and initiatives put into practice that should encourage entrepreneurial behaviour, are falling short. The study concludes with practical recommendations on assessment of the achievement of objectives and suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The background in which global organisations operate in at present is very competitive. In an ever faster growing global economy the role of the entrepreneur within the large organisation becomes more and more important to ensure the company keeps the competitive edge. The Linde Group is a world class company with a world class management strategy and systems to support the strategy. Part of the The Linde Group management strategy is being a high performing organisation, wanting to give all employees the opportunity to contribute to improvement by sharing their ideas with the company. This study was done at African Oxygen Limited, South Africa, a regional business unit in Africa for The Linde Group. African Oxygen Limited embarked on various programmes to create opportunities for employees to think in an entrepreneurial way. Middle managers at African Oxygen Limited play an important role in the innovation programs implemented at African Oxygen Limited. Against this background, this study seeks to confirm whether African Oxygen Limited, South Africa has a true entrepreneurial climate and whether the middle management level involved with these initiatives share this perception. Corporate entrepreneurship is characterised by people who are innovative, creative, spend time and take risks. To support these entrepreneurial activities, the organisation needs a climate and culture that is beneficial to these activities. An entrepreneurial orientation within an organisation is marked by dimensions such as innovativeness, pro–activeness, risk–taking, competitive aggressiveness and autonomy. The entrepreneurial behaviour among middle level managers is most critical to the effective implementation of corporate entrepreneurship. The primary objective of this study was to assess the entrepreneurial climate in African Oxygen Limited and to make recommendations to foster corporate entrepreneurship within the organisation. The literature review was instrumental to gather secondary data on corporate entrepreneurship and to understand its dynamics. In order to gain primary data, quantitative research was carried out. The study population comprised lower and middle management, who were requested to complete questionnaires. This was followed by statistical analysis. The empirical results indicate no practical significance in respondents' perception based on the gender of the respondents. However, the results do indicate practical significant differences between the relationship between the groups of middle and lower management level with respect to entrepreneurial climate and the perceived organisational success. An evaluation of the corporate entrepreneurial climate in the organisation was performed and the average mean for the study calculated. Seven out of 13 constructs evaluated had a mean above the average mean of x = 3.502, the other six constructs evaluated had a mean ranked lower than the average mean. All of the constructs still had a mean above three out of five. All four of the used variables measuring the perceived organisational success, were reported by respondents to have a mean above three which is the neutral point. The average mean of the perceived success of the organisation was 3.688. It was clear that the constructs for perceived organisational success had a fairly strong presence, but there is still room for improvement. With reference to the entrepreneurial climate within Afrox the conclusion is that it is not optimally entrepreneurial and initiatives put into practice that should encourage entrepreneurial behaviour, are falling short. The study concludes with practical recommendations on assessment of the achievement of objectives and suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

In the modern highly competitive business environments innovation research has flourished as the need of organizations to develop new products, to compete intensively and to perform their tasks adequately has become vital (Brown & Eisenhardt, 1995; Damanpour, 1991). This continuous change leads firms to confront with the tension of exploring new opportunities or exploiting current competencies (Floyd & Lane, 2000; Lavie, Stettner, & Tushman, 2010). March’s (1991) “ambidexterity” premise refers to the simultaneous pursuit of these contrasting activities (exploration and exploitation). Specifically, firms seek to adjust to the turbulent environmental conditions through exploring new ideas, products and/or services while simultaneously developing their existing products, markets and competences (Benner & Tushman, 2003; Jansen, Van Den Bosch, & Volberda, 2006). Several literatures have increasingly argued about the antecedents of exploration and exploitation and their impact to firms’ ambidexterity as well as the relationship between ambidexterity and firms’ financial performance (He & Wong, 2004; Jansen, Volberda, & Van Den Bosch, 2005a). This doctoral study copes with the antecedents of firms’ ambidextrous orientation and the firm-level ambidexterity-financial performance relationship. Through the use of hierarchical regression modeling, the results of the empirical research at a sample of 133 top performing Greek companies show that: 1) top managers’ creative self-efficacy positively affects firms’ ambidextrous orientation, 2) top managers’ learning goal orientation positively impacts firms’ ambidextrous orientation, 3) top managers’ performance goal orientation negatively influences firms’ ambidextrous orientation, 4) firms’ external knowledge flows positively affect firms’ ambidextrous orientation, 5) firms’ innovation & flexibility climate positively impacts firms’ ambidextrous orientation, 6) firms’ social capital is not associated with firms’ ambidextrous orientation, 7) firms’ organizational capital positively influences firms’ ambidextrous orientation, 8) firms’ participative decision making positively affects firms’ ambidextrous orientation, 9) the complementary effect of the simultaneous pursuit of a differentiation and a low-cost strategy negatively impacts firms’ ambidextrous orientation, 10) firms’ ambidextrous orientation is positively related to firms’ financial performance and that, 11) Firm size moderates the relationship between firms’ ambidextrous innovation orientation and its subsequent financial performance in such a way that this positive effect is increased as size increases. Overall, these findings offer important contributions to organizational ambidexterity literature, by indicating new antecedents of firms’ ambidexterity and a positive relationship of ambidexterity and firms’ financial performance. / Στο σύγχρονο επιχειρησιακό περιβάλλον, το οποίο διέπεται απο συνθήκες έντονου ανταγωνισμού, το ερευνητικό πεδίο της διαχείρισης καινοτομίας έχει ανθίσει, καθώς οι επιχειρήσεις οφείλουν να αναπτύξουν καινούρια προϊόντα, να γίνουν ανταγωνιστικές και να εκτελούν τις διαδικασίες τους επαρκώς. Αυτή η συνεχής αλλαγή έχει οδηγήσει τους οικονομικούς οργανισμούς στην ανάγκη να αντιμετωπίσουν την ένταση μεταξύ της εξερεύνησης νέων ευκαιριών ή/και την ανάπτυξη των ήδη υπαρχόντων ικανοτήτων. Η θεωρία της αμφιδεξιότητας αναφέρεται στην ταυτόχρονη εκτέλεση και των δύο παραπάνω (ανάπτυξη νέων ευκαιριών και υπαρχόντων ικανοτήτων). Πιο συγκεκριμένα, οι επιχειρήσεις προσπαθούν να προσαρμοστούν στις σύνθετες και πολλές φορές έντονες αλλαγές του εξωτερικού τους περιβάλλοντος είτε εξευρευνώντας νέες ιδέες, προϊόντα ή/και υπηρεσίες αναπτύσσοντας ταυτόχρονα τα υπάρχοντα προϊόντα, αγορές ή/και ικανότητες. Επιπλέον, έντονη είναι η επιστημονική διαμάχη όσον αφορά τους παράγοντες που οδηγούν στην οργανωσιακή αμφιδεξιότητα όπως επίσης και στην επίδραση που έχει η αμφιδεξιότητα στην χρηματοοικονομική απόδοση των επιχειρήσεων. Η παρούσα διδακτορική διατριβή εστιάζει α) στους προσδιοριστικούς παράγοντες της στρατηγικής οργανωσιακής αμφιδεξιότητας (στο επίπεδο της επιχείρησης) και β) στη σχέση της με την χρηματοοικονομική απόδοση των επιχειρήσεων. Χρησιμοποιώντας τη μέθοδο της ιεραρχικής παλινδρόμισης σε ένα δείγμα των 133 πιο κερδοφόρων Ελληνικών επιχειρήσεων αποδεικνύεται ότι: 1) H δημιουργική αποτελεσματικότητα των ανώτατων διοικητικών στελεχών επηρεάζει θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 2) Ο προσανατολισμός των ανώτατων διοικητικών στελεχών στην επίτευξη γνώσεων επηρεάζει θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 3) Ο προσανατολισμός των ανώτατων διοικητικών στελεχών στην επίτευξη αποτελεσμάτων επηρεάζει αρνητικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 4) Οι ροές εξωτερικής γνώσης επηρεάζουν θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 5) Το κλίμα καινοτομίας και ελαστικότητας μέσα στην επιχείρηση επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 6) Το κοινωνικό κεφάλαιο της επιχείρησης δεν συνδέεται με τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 7) Το οργανωσιακό κεφάλαιο της επιχείρησης επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 8) Η συμμετοχικότητα στην λήψη αποφάσεων μέσα στην επιχείρηση επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 9) Η συμπληρωματικότητα των ανταγωνιστικών στρατηγικών (διαφοροποίησης και χαμηλού κόστους) επηρεάζει αρνητικά τον προσανατολισμό της επιχείρησης στην αμφιδεξιότητα, 10) Η αμφιδεξιότητα της επιχείρησης επηρεάζει θετικά την χρηματοοικονομική της απόδοση, 11) Το μέγεθος της επιχείρησης επηρεάζει θετικά τη σχέση μεταξύ αμφιδεξιότητας και χρηματοοικονομικής απόδοσης και αυτή η επίδραση αυξάνεται όσο μεγαλώνει το μέγεθος της επιχείρησης. Συμπερασματικά, τα παραπάνω αποτελέσματα συνεισφέρουν στη θεωρία της οργανωσιακής αμφιδεξιότητας παρουσιάζοντας καινούριους παράγοντες που οδηγούν σε αμφιδεξιότητα και αποδεικνύοντας τη θετική σχέση μεταξύ αμφιδεξιότητας και χρηματοοικονομικής απόδοσης των επιχειρήσεων.

Submitted by Luis Felipe Banlaky (lfbanlaky@gmail.com) on 2016-02-16T11:51:20Z No. of bitstreams: 1 TCC BAnlaky Vf.pdf: 641222 bytes, checksum: 31c34432ebc64fafc11ddd149b5a648e (MD5) / Approved for entry into archive by Ana Luiza Holme (ana.holme@fgv.br) on 2016-02-16T11:55:05Z (GMT) No. of bitstreams: 1 TCC BAnlaky Vf.pdf: 641222 bytes, checksum: 31c34432ebc64fafc11ddd149b5a648e (MD5) / Made available in DSpace on 2016-02-16T13:44:04Z (GMT). No. of bitstreams: 1 TCC BAnlaky Vf.pdf: 641222 bytes, checksum: 31c34432ebc64fafc11ddd149b5a648e (MD5) Previous issue date: 2016-01-14 / In a continuous survival effort, corporations search for different ways to expand their business within the market in which they already operate, or within new desired markets. To reach their objectives, the employees innovate through their initiatives, an act called corporate entrepreneurship. There are many ways that corporates can have an entrepreneurial behaviour, such as through the acquisition of another company. When acquiring a different company, a corporation has as its motivation the desire of some new attributes that either complement or will be part of their indicial objectives. After the acquisition, the integration process between the two (or more) partners is often complicated and painful. The aim of this study is to identify; what are the buying motivations, the problems encountered during the merging process of merge between the partners, and the lessons learned by big/medium corporations when acquiring a Start-up. There is a vast amount of literature concerning the acquisition by big corporations but, when talking about the acquisition of start-ups, one discovers an unexplored gap due to a lack of literature on this subject. The results of this study have been collected through in-depth interviews with employees and entrepreneurs that have taken part in the entire process of acquisition of SAMURAI by Momentum and of Save-me by Buscapé. The results are six suggestions of topics that should be taken into consideration by big/medium corporations when taking the decision of acquiring a start-up: (i) The client base of the acquired company should be previously considered; (ii) a closer contact between the management of both companies before the acquisition is crucial; (iii) hiring a consultancy company to advise during the merge process can be primordial; (iv) the entrepreneur has a central importance for the future of the merged firm; (v) the integration mode has to be carefully choice having the (iv) creation of a corporate venture as a great choice to be consider. / Em um esforço continuo de sobrevivência, corporações buscam meios para expandir seus negócios, seja dentro de seus mercados atuantes, ou na exploração de novos mercados. Para alcançar esse objetivo, inovações são realizadas pelos funcionários que, por meio de suas iniciativas, praticam o empreendedorismo coorporativo. São diversas formas em que o empreendedorismo corporativo se manifesta, dentre elas por meio de aquisições. Ao comprar uma outra empresa, a empresa compradora tem como motivação a busca de alguns atributos que complementem seus objetivos iniciais. Após a compra, o processo de integração entre as duas empresas é, por muitas vezes, complicado e penoso. O objetivo desse estudo é o de identificar quais são essas motivações de compra, os problemas enfrentados durante a integração entre as duas empresas, e quais são as lições aprendidas por grandes/médias corporações quando adquirem Start-ups. Muitos estudos atualmente tratam de temas relacionados à aquisição de empresas, porém, quando se trata de Start-ups, pouca literatura é encontrada. Os resultados dessa pesquisa são fruto de entrevistas com os gestores e empreendedores que participaram do processo de aquisição da SAMURAI pela Momentum e da Save-me pela Buscapé – empresas brasileiras. Os resultados são seis sugestões que devem ser consideradas por grandes/medias corporações antes e durante o processo de aquisição de uma strat-up: (i) A base de clientes da empresa comprada deve ser cuidadosamente considerada; (ii) um contato muito próximo entre os gestores das duas empresas é crucial antes da realização da aquisição; (iii) a contratação de uma empresa de consultoria em aquisições pode ser primordial durante o processo de integração; (iv) o empreendedor tem um papel de central importância para o future da nova empresa formada após a aquisição; (v) a forma como a integração entre as duas empresas ocorrerá após a compra deve ser cuidadosamente escolhida e (iv) a criação de uma corporate venture deve ser levada em consideração.