Social media use, corporate entrepreneurship and organizational resilience: A recipe for SMEs success in a post-Covid scenario

The strategic use of social media tools facilitates firms' entrepreneurial capabilities, enabling them to become more innovative, increasing their proactivity, and helping them to renew themselves internally. In today's turbulent landscape, organizational resilience has emerged as a key variable for responding to external challenges and facing uncertainty. In this context, our study aims to analyze the role of social media use as an antecedent of corporate entrepreneurship and firm performance in Spanish SMEs, while also examining the mediating role of organizational resilience in this process. Analyzing data from a sample of 259 firms, we tested our proposed hypotheses using structural equation modeling. The results confirm that use of social media tools positively impacts the entrepreneurial capabilities of the SMEs examined. The findings also stress the strategic relevance of organizational resilience, which exerts a perfect mediating impact on firm performance. These findings have significant implications for managers, as they show the path managers must take to benefit from social media use, become more entrepreneurial and resilient, and achieve business success in these turbulent times.

Intrapreneurship Way Forward for Keeping Entrepreneurial Spirit Intact Post-COVID-19

COVID-19 pandemic is far more than just the health crisis. After the Great Depression, the dot-com bubble, and the 2008 financial crash, we are staring at the biggest challenge for the economy. No industry has been spared from the brunt of this pandemic. The start-up sector is bleeding and has undoubtedly taken the hardest hit. With nine in ten start-ups registering decline, over third halting operations temporarily or permanently, this is an unprecedented downturn in the global economy. The aftermath of this crisis will be a long-term impact on the mindsets, attitudes, perceptions, and behaviors of entrepreneurs and those who want to leap into entrepreneurship. We should look at this situation as the new playing field and bounce back with renewed hope of recovery. Industry analysts suggest adopting intrapreneurial traits to instill the confidence back and keep the entrepreneurial spirit intact. Intrapreneurship is one of the ways of catalyzing recovery with sustained innovation and a competitive edge. This analysis aims to correlate the key attributes such as risk-taking, proactiveness, and autonomy in intrapreneurship with sustainable environmental, economic, and social innovation.

The traditional Italian Universities' reaction to the pandemic emergency: The role of the intellectual capital

Purpose>The lockdown imposed to avoid the increase in the number of infections caused by the pandemic emergency declared in January 2020 has unavoidably compromised the normal functioning of the Universities. They have been forced to stop the operation of their traditional student-oriented activities. In this light, the present work aims to analyse how traditional Italian Universities continue to deliver services to their students during the emergency.Design/methodology/approach>Qualitative explorative research was done. The paper used a multiple case study focused on two main public universities located in Rome (Italy). The data was collected using action research with participant observation. The activities observed before and during the health emergency are those related to the second mission and their services.Findings>Until the pandemic emergency arose, in the organizations analysed, the work was done traditionally. When the lockdown started the main instruments adopted to teach and provide the related services to students were the digital tools. Therefore, these devices represent how these organizations could immediately react to face the challenge arising from the impossibility to physically meet the students while continuing to support them in their educational path. Based on the findings obtained these universities fall into the “corporate entrepreneurship” definition.Research limitations/implications>The present work has managerial and academic implications. The academic implications can be summarized in two main points: the work (1) promptly analysed the changes necessary to overcome the problematics caused by the pandemic emergency;(2) contributes to the debate concerning the transfer of knowledge using digital tools and their relevance on the intellectual capital. One of the limits of the work is that only two Italian traditional universities are analysed and that the study focuses on universities located in a same city.Practical implications>On the other hand, in referent to managerial implications, this paper highlights how the corporate entrepreneurial view could be useful to support an inspected challenge that could happened in a certain historical period. Therefore, a real implementation of the entrepreneurial concepts is preferred.Originality/value>The paper discussed an original and contemporary topic not yet investigated since it refers to the Universities' reaction to the pandemic emergency in 2020, with the focus on their ability to maintain the intellectual capital value and give more points that could be investigate in the future, as, e.g. a selection of more than three traditional universities or with a comparative case study, useful in highlighting the strengths and weaknesses of the decisions taken in different contexts, considering: (1) telematic universities and traditional universities;or (2) universities located in other countries. Another future line of enquiry could be to focus the analysis on the effective quality of the MOOCs applied at the universities' activities, using the students' opinions obtainable through OPIS (Rilevazione Opinione degli Studenti) or through direct interviews.

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Purpose - This article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings. Design/methodology/approach - Literature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling. Findings - In the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship. Research limitations/implications - This article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases;this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galvan-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galvan-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (GalvanCoronil et al., 2021). Practical implications - This section does not attempt to argue that internal communication and intrapreneurship co stitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jimenez-Marin et al., 2021b). Originality/value - Intrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

Exploring the predictive relationship between corporate entrepreneurship and innovative work behavior in North American pharmaceutical firms

The purpose of this empirical study, based on the resource-based view (RBV) theory as the theoretical foundation, examined the perceived relationship between corporate entrepreneurship (CE) and a manager's innovative work behaviors (IWB). The predictive relationship between CE and IWB in the pharmaceutical industry was measured in this quantitative nonexperimental study, based on data from a sample population of 92 manager level and above respondents measured by the Corporate Entrepreneurship Assessment Instrument and Innovative Work Behavior Scale. Multiple linear regression was used to analyze the data from a single model. Multiple linear regression statistical analysis determined if there was a significant relationship between the independent variables (management support, work discretion, rewards/reinforcement, time availability, and organizational boundaries) and the dependent variable, IWB. The study lends empirical evidence in support of the RBV theory. The practical implication of this study constructively furthers the work completed in the area of CE and IWB and the vast research area of innovation. Overall, the study found a significant relationship between CE and IWB, while management support was significant in the predictive relationship between these constructs. A recommendation for further research is to explore CE and IWB constructs in a post-COVID-19 pandemic environment. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

INNOVATING SUPPLY CHAIN MANAGEMENT THROUGH ENTREPRENEURIAL COMPETENCES

While Supply Chain Management (SCM) is a well-established field within the engineering management domain, the COVID-19 pandemic has exposed problems and uncertainties for manufacturers that source materials and components globally. Such pandemic related disruptions and unpredictable demand patterns are rendering pre-pandemic best practices of SCM obsolete due to the volatile and complex interconnections between suppliers and the logistics of goods movements. The authors of this article propose that SCM and demand management be viewed through an entrepreneurial lens. Therefore, research is needed to identify which aspects of global supply chain management have the greatest need for transformation and that could benefit most through the application of entrepreneurial competencies. This proposed research model includes a mapping between SCM process steps and entrepreneurial competencies along with proposed training and organizational changes to facilitate the implementation of such changes. Additionally, the authors propose entrepreneurial training for supply chain managers, since these individuals are in the best position to innovate the SCM practices that are most susceptible to volatility and uncertainty in the post-pandemic era. Particularly since most current SCM training is process-based versus instilling an entrepreneurial mindset, this shift will help supply chain managers to think in ways that are more adaptive and innovative in the face of a turbulent environment. © American Society for Engineering Management, 2021

Success Factors of Corporate Accelerators

Corporate accelerators have become an important form of corporate-start-up collaboration. According to [1] mm1 (consultancy for Connected Business), two-thirds of all DAX 30 companies in Germany engaged with start-ups via an accelerator in the year 2020. Despite the clear importance of this phenomenon, there is still a lack of understanding of the concrete factors that determine their success. Corporate accelerators can be designed in different ways but business executives are still in the dark about the consequences of these design decisions on the performance. The aim of present study is to determine success factors of a selected set of corporate accelerators based on qualitative data. A database of 109 corporate accelerators was collected from which all Germany based programs (28) were analysed in greater detail regarding their performance and program design. Hereby, the study tests the statistical relevance of 14 potential success factors identified via literature review conducted on the matter. The results show that especially five factors have a significant positive correlation to a corporate accelerators success: The existence of corporate partners. A demanding selection process that contains selection days for shortlisted start-ups. A larger amount of start-ups per batch. The obligation for start-ups to be physically present in the facilities for the time of the program (Pre Covid19). The incorporation of metrics to track the progress of participating start-ups.

In the Pursuit of Green in COVID-19: Harnessing the Existing Talent to Pursue Green Corporate Entrepreneurship.

The study was conducted to ascertain the role of talent management practices in promoting green corporate entrepreneurship through the median of organizational engagement in the context of COVID-19. The study is quantitative and deductive in nature. The data was collected from 323 employees working in the large manufacturing industry. The data was collected through a self-administered survey and the data analysis was done through Smart-PLS, both measurement and structural models were evaluated. The study found that talent management is related to green corporate entrepreneurship. The study also confirmed the mediating role of organizational engagement relating talent management with green corporate entrepreneurship. This study will develop insight for the corporate managers and decision-makers to understand the intricacies of the talent management process and its interplay with green corporate entrepreneurship, and organizational engagement. Talent Management is concerned with the process of hiring, developing, and retaining highly competent incumbents for pivotal positions. Hence, the role of the talent management process invariably affects the organizational processes and outcomes like creativity and innovation, which come under the umbrella of corporate entrepreneurship. This study will not only add value in empirical research of the chosen concepts and constructs, but it will also bridge the theoretical gap between talent management and corporate entrepreneurship. It is the first study that related talent management practices to green corporate entrepreneurship. Furthermore, it is the first study that examined the mediating role of organizational engagement relating talent management to green corporate entrepreneurship.