ICL Education Group, New Zealand
Purpose: The purpose of this paper is to examine the impact of corporate entrepreneurship on organisational culture as a means of achieving high organisational performance providing competitive advantage for organisational
survival in such a global era.
Design/methodology/approach: A literature survey was conducted tracing the origin of the concept of entrepreneurship, starting from Schumpeter’s (1942) creative destruction concept, followed by characteristics of entrepreneurial behaviour, followed by providing a link between entrepreneurship and corporate entrepreneurship. Furthermore, the research explains the corporate entrepreneurship innovation process, and finally provides suggestions on how to integrate corporate entrepreneurship with organisational culture. It does this by proposing a suitable leadership style to guarantee high organisational performance.
Findings: The findings demonstrate that organisational structure does have an impact on organisational performance guiding the competitive advantage strategy (i.e. innovative differentiation, cost leadership and/or quick response to market demand). This, in turn, impacts on organisational innovation and creative behaviour,
which influences its corporate entrepreneurial process.
Originality/value: This study purports valuable contributions by suggesting the integration of the following elements required for corporate entrepreneurship and organisational culture: 1) risk-taking; 2) rewards and motivation; 3) management support; 4) resource availability; and 5) organisational structure. Furthermore, the research provided an adequate leadership style to guarantee high performance through an innovative culture, advocating corporate entrepreneurship.
Keywords: Corporate entrepreneurship; Corporate entrepreneurship innovation; Organisational culture; Organisational performance; Leadership style
Reference to this paper should be made as follows: S. El-Kafafi, (2017) ‘Integrating Corporate Entrepreneurship with Organisational Culture through Leadership’, Int. J. of Innovation and Knowledge Management in the Middle East and North Africa, Vol.6, No.2, pp. 77—87.