How Do Leaders Establish and Influence Corporate Entrepreneurship in Large Organisations? A Case Study of Nokia and Its CEO, Stephen Elop
Phillips, James (2012) How Do Leaders Establish and Influence Corporate Entrepreneurship in Large Organisations? A Case Study of Nokia and Its CEO, Stephen Elop. [Dissertation (University of Nottingham only)] (Unpublished)
It has become imperative that large organisations encourage corporate entrepreneurship in order to better compete in the new competitive landscape. However, while various antecedents to its establishment have been explored in the past, the role of leadership in this process has been largely overlooked. This paper seeks to correct this by evaluating the effect and influence a leader’s actions, behaviour, and style has on corporate entrepreneurship and organisational innovation. Utilising a case study of Nokia and its CEO, Stephen Elop, it finds evidence supporting the important part leaders have to play in the process and provides insight into how they can best encourage their employees to engage in corporate entrepreneurship. The study supports much of the literature in its emphasis on climate and architecture as being key determinants of the emergence of corporate entrepreneurship, but also highlights how leaders can act to empower their employees and provide support for innovation as ways to encourage greater organisational entrepreneurship. Furthermore, leaders can have significant influence on the formation of an entrepreneurial orientation that leads to greater innovation and exploitation of ideas.
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