Journal of Enterprising Culture

Entrepreneurship has been closely associated with small businesses and new ventures. It has the idea of an individual identifying new markets, new process, new system and new substitutes for raw materials and new products. In recent years, entrepreneurial activities take place in large organization known as intrapreneurship and it is associated with innovation that uses existing entrepreneurial resources within a large and established organization. Exopreneurship is another term with the same notion as intrapreneurship that is entrepreneurship within large organization but innovation is brought into the organization with the assistance of external entrepreneurial resources known as exopreneurs. Given that intrapreneurship and exopreneurship may exist within large organization, how do they manifest themselves? This paper attempts to link firms' performances that practiced intrapreneurship and exopreneurship. This research examined the performance implications of different level of intrapreneurship and exopreneurship. The respondents from manufacturing sector did not show any differences in the importance and satisfaction of performance. The results of the study support intrapreneurship and exopreneurship as valid foci for research and as desirable strategies for implementation.

The concept of strategic vision has attracted growing interest in recent years. However, very few methods exist to help enterprise leaders make their strategic vision more explicit. The goal of this research is to present and illustrate a new systematic method to help enterprise leaders articulate and question their strategic visions. The method is based on cognitive mapping, and can be broken down into four phases: an exploration phase, in which the leader explores his or her own ideas using a specially designed grid; a validation phase, to verify the credibility or "validity" of the cognitive map resulting from the first phase; an analysis phase, where the semantic network formed by the concepts and links of the map are analyzed using the Decision Explorer software; and a finalization phase, where the leader, after being informed of the results of validated map analysis and the researcher's interpretation of them, confirms or modifies the strategic vision. The paper contains a detailed description of the four phases together with the results obtained with the owner-manager of a small manufacturing business in Québec. Since the method described supports thinking and thus action, it is likely to be of interest to practitioners and consultants. Academics may also benefit from it, since it can be used to study strategic vision and its impact.

Several sources have emphasized the importance of the entrepreneurial economy, and the role venture capitalists (VCs) plays as financiers. VCs are often actively and personally involved in their portfolio companies, but the cost of governance is high and they therefore have to select when to be active participants. Four different risks are identified in this paper: agency risk, business and market risk, coalition risk, and conformity risk. Weak support is found for the categories of agency and business and market risk. The data speak in favor of VCs getting more involved when the portfolio companies experience some kind of trouble. Their activity level increases when the portfolio companies have an inexperienced CEO, when the companies are in an early stage of their development, are young, have a weak board of directors, and/or a weak performance.

Past intrapreneurship research has mainly focused on a firm internal environment and its beneficial and impeding effects on intrapreneurship. This study extends previous theory of intrapreneurship by recognizing that intra-firm-based organizational processes need to be complemented by inter-firm processes. Propositions are developed highlighting relationships between intrapreneurship and its predictors. The following organizational characteristics that influence intrapreneurship are proposed: intra-firm and inter-firm communication, formal controls and trust, organizational support and values, environmental scanning, and network characteristics.

This study examined the economic value of the externalities associated with cultural goods. The purpose of this study is to clarify the willingness to pay to maintain the Central Finland museum of the ones which had filled a 18 year of Jyväskylä inhabitants and of factors which affect a payment willingness. From dichotomous choice valuation (DC-method) data we have estimated the cumulative probability density function (cdf). From estimated cdf we can calculate welfare measures such as median of the estimated distribution of CV. The study found firstly that the surplus of the consumer is thus 1.17 MFIM measured on the basis of the median value. In the respondents' opinion the value of the Central Finland museum is at least as big as the amount of taxes directed to it presently. DC-method can be used as a help for the decision-making when making decisions to how much and in what targets the financial support should be divided. Secondly different factors among the high bids (Bid>78fim) and among low bids (Bid≤78fim) are explaining the respondents willingness to pay to maintain the Central Finland museum. Among the high bids (Bid>78fim) such factors as paying too little for Central Finland museum, intends to visit the Central Finland museum and use of other cultural services (dancing exhibitions) were more frequently cited as underlying motives for high payment willingness. Among low bids (Bid≤78fim) motivating influences were more often times that respondents has visited in the Central Finland museum.