Those slides introduce the concept of strategic entrepreneurship

1. STRATEGIC ENTREPRENEURSHIP
TOPIC 1
DR ANIS AMIRA AB RAHMAN
FACULTY OF ENTREPRENEURSHIP AND BUSINESS
UNIVERSITI MALAYSIA KELANTAN
anisamira@umk.edu.my

2. INTRODUCTION TO THE CONCEPT
OF STRATEGIC
ENTREPRENEURSHIP

3. Table 1: The birth of strategic entrepreneurship
Name of Author Year Issues relate to strategic entrepreneurship
Mintzberg 1973 Introduce the notion of entrepreneurial strategy making
Schendel&Hofer 1979 Argued that the entrepreneurial choice is at the heart of the concept of strategic
Burgelman 1983 Empirically examine the interrelationship between strategic management and entrepreneurship
inside a large corporation
Covin&Slevin 1989 Posited the concept of entrepreneurial strategy posture examining a firms competitive
orientation on a spectrum from conservative to entrepreneurial
Chittipeddi&Wallett 1991 Reviewed macroscopic trend impacting business and argue that the ethos of entrepreneurship
would pervade winning firms and that ‘the organizational’ archetype of the future will be
entrepreneurial . Its leadership, strategies, and structure will reflect entrepreneurial thinking with
associated traits such as flexibility, innovativeness, and a problem solving actions orientation.
Day 1992 Examined the research linkages between entrepreneurship, strategy management, and
general management and offers one possible configuration of their interrelation.
Sandberg 1992 Investigated cross-fertilization opportunities between strategy management and
entrepreneurship and posited six fertile areas; innovation; new business creation; opportunities
seeking; risk assumption; top management teams; and group processes used in strategic
decisions.
Barringer&Bluedorn 1999 Studied the relationship between entrepreneurial intensity and five strategic management
practices finding statistically significant results for the impacts of scanning intensity, planning
flexibility, locus of planning and strategic controls.
Meyer & Heppard 2000 Edited the first scholarly book addressing the interface between entrepreneurship and strategy
to uncover the components of a firm’s entrepreneurial ‘dominant logic’ independent of firm size.

4. The Birth of Strategic
Entrepreneurship
 There are three perspectives on the marriage of strategic and
entrepreneurship.
 strategic management is “dominants” over entrepreneurship (Baker
and Pollock, 2007 cited in Rensburg, 2013)
 strategic management is itself a “subset” of entrepreneurship (Browne
& Harms, 2003 cited in Rensburg, 2013)
 Strategic management “intersection” with entrepreneurship
(Rensburg, 2013).
 The former indicates that the entrepreneurship concepts can be explained
by the strategic management domains while the later argues that strategic
management only the division of entrepreneurship field.
 The “intersection” perspective agrees with the overlapping of research’s
areas and suggests that the marriage should be created through
combining the core advantages of each which are the strategic and
entrepreneurship.

5. The Birth of Strategic
Entrepreneurship
 The term of ‘Strategic Entrepreneurship’ was first
pointed out by Herbert & Brazeal (1998 cited in
Rensburg, 2013).
 Researchers in Strategic Entrepreneurship field,
studies on board of directors’ roles, firm resources
and capabilities, and financial implications
(Rensburg,2013).
 Other researchers study on the combination of
opportunities seeking behaviour (exploration) and
advantages seeking behaviour (exploitation) and
relates it to wealth creation (Hitt et al. cited in
(Rensburg, 2013)

6. What is Strategy?
The Implicit Strategy Model of the Past
Decade
Sustainable Competitive Advantage
• One ideal competitive position in the
industry
• Unique competitive position for the
company
• Benchmarking of all activities and
achieving best practice
• Activities tailored to strategy
• Aggressive outsourcing and
partnering to gain efficiencies
• Clear trade offs and choices vis-à-vis
competitors
• Advantages rest on a few key success
factors, critical resources and core
competencies
• Competitive advantages arises from
fit across activities
• Flexibility and rapid responses to all
competitive and market changes
• Sustainability comes from the activity
system, not the parts
• Operational effectiveness a given
Sources : Michael E.Porter, (1996 cited in Kuratko, D. F. &
Hodgetts, R. M., 2004: 532)

7. Strategic Entrepreneurship and Strategic Management
Source : Wheelen, T. L. and Hunger, J. D. (2000 cited in
Kuratko, D. F. & Hodgetts, R. M., 2004: 521).

8. How strategic management relates to strategic
entrepreneurship?
Entrepreneurial
actions
Strategic
actions
• Innovation
• Networks
• Internalization
• Organizational
Learning
• Top Management
Teams and
governance
• Growth
Source : R. Duane Ireland, Micheal A.Hitt, S. Michael Camp, Wealth Creation
and Donald L.Sexton, (2001 cited in in Kuratko, D. F. &
Hodgetts, R. M., 2004: 531)

9. Components of Strategic
Entrepreneurship
Opportunity
identification
Strategic
Entrepreneurship
Growth
Resource Management
Dynamic capability
Innovation
vision
Flexibility
Acceptance
of risk
Sources : Kyrgidou, L. P. And
Mathew Hughes, M. (2009: 49)

10. Components of Strategic Entrepreneurship
 Opportunity identification - suggested to be an important
source of competitive advantage (Hitt et al., 2002), which
can lead to entrepreneurial opportunity creation.
 Innovation or the ability to innovate - one of the distinctive
competencies of entrepreneurial firms (Kirby, 2003).
Sonfield and Luccier (1997) expand on this concept
proposing that the most effective way to position an
entrepreneurial firm is to use risk and innovation.
 Risk - referring to perceived environment (Smircich and
Stubbart, 1985). The entrepreneur does not make a
conscious decision to engage in highly risky projects, but
rather their perception of that situation is of moderate
rather than of high risk (Busenitz and Barney, 1997).
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11. Components of Strategic Entrepreneurship
 Flexibility- firms should be able to respond to change
quickly, independent of their current strategy (Eisenhardt
et al., 2000). Flexibility refers to balancing structure with
the freedom to implement and change strategy
(Eisenhardt et al., 2000), which in turn will facilitate quick
response to change (Bhide, 1994).
 Vision- Establishing a clear vision and developing strategy
that focuses both on opportunity and advantage within
that vision (Hitt et al., 2001) enhance opportunity
identification
 Growth is related not only to innovative and creative ideas,
but also to the structure and strategy to turn such ideas
into profitable ventures resources and dynamic capabilities
appear
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12. Definition of Strategic
Entrepreneurship
 Strategy entrepreneurship is the use and/or stimulation
of entrepreneurial activity to achieve strategic goals,
(Kuratko & Audretsch, 2009 cited in Rensburg, 2013).
 In addition, strategic entrepreneurship is still mainly a
rather loose amalgam of a number of insights from
strategy and entrepreneurship (Foss & Lyngsie, 2011, p.
16).
 Strategic entrepreneurship describing an input-process-output
model that entails: organizational resources,
individual knowledge, and skills, and environmental
factors as inputs.

13. Definition of Strategic
Entrepreneurship
 Guth & Ginsberg (1990), they replace strategic renewal
with strategic entrepreneurship relegating strategic
renewal to sub strategy of strategic entrepreneurship.
Moreover, strategic entrepreneurship can be enacted
within small medium size enterprise as well as within
large established corporations (Resburg, 2013).
 The existences of entrepreneurial behaviour in large
frim is either the result of a deliberate or an emergent
strategy or as Burgelman (1993b) described it the result
of induced strategy behaviour or autonomous strategy
behaviour.

14. Strategic Entrepreneurship Theory
Sources : Kyrgidou, L. P. And Mathew Hughes,
M. (2009: 53)

15. Conclusion
 Entrepreneurs do not use strategic planning for many reasons
because:
 scarcity of time
 lack of knowledge about how to plan
 lack of expertise in the planning process,
 lack of trust in others.
 Benefits to strategic entrepreneurs are:
 have better financial performance
 more efficient resource allocation
 improved competitive position
 higher employee morale
 more rapid decision making
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16. REFERENCES
 Rensburg, D.J.V. (2013). Is Strategic Entrepreneurship a Pleonasm?. Journal of Management and
Strategy, 4, 1, 15-27.
 Kuratko, D. F., & Hodgetts, R. M. (2004). Entrepreneurship: Theory, process, practice. Mason,
Ohio: Thomson/South-Western
 Kyrgidou, L. P., & Hughes, M. (2010). Strategic entrepreneurship: Origins, core elements and
research directions. European Business Review, 22, 1, 43-63
 Dollinger, M, J. (2008). “ENTREPRENEURSHIP: Strategies and Resources Fourth Edition”, Kelley School
of Business, Indiana University. MARSH publications, pp. 33-40.
 Hisrich, R. D., Peters, M. P., & Shepherd, D. A. (2009). Entrepreneurship. New York: McGraw-Hill Higher
Education.
 Lieberman, M. B., & Montgomery, D. B. (1988). First‐mover advantages. Strategic management
journal, 9(S1), 41-58.
 Zimmerer, T., Scarborough, N. M., & Wilson, D. (2002). Essentials of entrepreneurship and small business
management (Vol. 2). Upper Saddle River, NJ: Prentice Hall.
 Barringer, B and Ireland, D (2012) Entrepreneurship – Successfully Launching New Ventures (4th Ed.).
Pearson Education, Global Edition. (B1)
 Dollinger, Marc J., (2003) Entrepreneurship: Strategies and Resources, 3rd Edition, Prentice Hall
International Edition. (B2)
 Wickham, P. A. (2006) Strategic Entrepreneurship. (4th. Ed.). England: Pearson Education Ltd. (B3)
 Timmons J, Spinelli S, (2007) New Venture Creation: Entrepreneurship for the 21st Century, 7th. Edition,
McGraw Hill International Edition.
 Roberts,M, Stevenson, H., Shalman, W., Marshall, P., and Hamemesh, (2007) New Business Venture and
The Entrepreneur, 6th. Edition, McGraw Hill International Edition.