The Entrepreneur's Multiple Identities Dynamic Interaction and Strategic Entrepreneurial Behavior: A Case Study Based on Grounded Theory

Family firms face many uncertainties in a dynamic entrepreneurial context. Previous studies have shown strategic entrepreneurship can help firms effectively cope with uncertainties. There are few studies on how family-firm entrepreneurs make strategic decisions and engage in strategic entrepreneurial behavior. This may prevent managers lacking the necessary action guidelines from effectively implementing entrepreneurial behavior. we aim to explore the micro-behavioral mechanisms of strategic entrepreneurship in family firms. A longitudinal single case study based on grounded theory was conducted to explore these issues. Results show that (i) the entrepreneur's identity will constantly evolve to adapt to the entrepreneurial context during the life cycle of the corporation; (ii) entrepreneurs influence strategic entrepreneurial activities through the dynamic evolution and interaction of their identities; (iii) different entrepreneurial emotional states affect the strategic entrepreneurial behavior mechanisms. As a result, dynamic interactions between entrepreneurial identities have a significant impact on emotional states such as entrepreneurial well-being, which may significantly affect the implementation pattern of strategic entrepreneurial behaviors and the sustainable development of the firm. This paper provides a novel theoretical perspective on the path and behavioral choices of strategic entrepreneurship in firms, and also provides action guidelines and theoretical references for family business managers to implement strategic entrepreneurial behavior.

Relations between entrepreneur’s social identity and strategic entrepreneurship: Sustainable leadership as mediator

Although there are studies verifying that strategic entrepreneurship is positively related to the risk resistance and performance of enterprises, it is unclear how enterprises can implement effective strategic entrepreneurial activities in dynamic situations. This research aims to explore why and how the entrepreneur’s social identity influences and drives firm’s strategic entrepreneurial activities. In this study, it applied case study method to interview a technology-based family firms that have effectively conducted strategic entrepreneurial activities to meet challenges, and uses grounded theory for data analysis. The research finds that (1) the social identity of entrepreneurs actively promotes the strategic entrepreneurial activities of enterprises; (2) sustainable leadership mediates the relationship between social identity and strategic entrepreneurship; (3) at different stages of enterprise development, entrepreneurs dynamically adjust their social identity types to enhance sustainable leadership; (4) through the focus and extension of technological advantages, sustainable leadership ensures that enterprises can promote the implementation of strategic entrepreneurial behavior by disintegrating and integrating the value chain. This study explores the strategic entrepreneurship path of family firms and also provides new insights for future research on the strategic entrepreneurship and sustainable growth of such firms.

EVALUATING CORPORATE-STARTUP CO-CREATION: A CRITICAL REVIEW OF THE LITERATURE

Partnership with startups offers large firms knowledge about, and access to new technologies. Incumbents’ emphasis on corporate-startup collaboration has therefore reached a new level and various models for corporate-startup collaboration can now be found among large enterprises. “Co-creation” between large firms and technology startups, is one of these models that increases in traction. The model is, however, under-researched and research on frameworks and metrics for evaluating the business effects from corporate-startup co-creation is scarce. The purpose of this paper is therefore to extend the existing body of knowledge by investigating frameworks and metrics for evaluating corporate-startup “co-creation” and to suggest a framework for evaluation of corporate-startup co-creation programs. A literature review on identified frameworks and metrics is presented, covering research findings on evaluation models for corporate-startup collaboration. The main finding in this paper is a “multi-stakeholder framework” for evaluating the collaboration’s results in corporate-startup co-creation models.