Suchergebnisse

AbstractThis study looked at how the people in an organization with founder entrepreneurship at its roots exercise the entrepreneurial spirit they have acquired, sought to make a normative clarification on the use of the founder entrepreneurship mechanism, and offered some recommendations. The results were as follows. (i) The presence of a hidden entrepreneurship within organizations, separate from entrepreneurism or intrapreneurism revolving around individual people, was identified. (ii) There was a suggestion that whether or not the organization uses this hidden entrepreneurship as a firm resource can affect its continuous growth. (iii) It was revealed that vertical learning on a temporal axis is vital to turn hidden entrepreneurship into a firm resource. (iv) Indicators for measuring patterns in the use of hidden entrepreneurship were deduced.