기업가적 기민성과 관련한 기존 연구들은 최고경영자 개인이 가진 기업가적 기민성이 조직혁신(Tang, Kacmar, & Busenitz, 2012)이나 기회포착(Ardichvili, Cardozo, & Ray, 2003)과 같은 기업가적 행위에 영향을 미치는 것을 보여주었다. 그러나 이러한 연구들은 대개 벤 ...

기업가적 기민성과 관련한 기존 연구들은 최고경영자 개인이 가진 기업가적 기민성이 조직혁신(Tang, Kacmar, & Busenitz, 2012)이나 기회포착(Ardichvili, Cardozo, & Ray, 2003)과 같은 기업가적 행위에 영향을 미치는 것을 보여주었다. 그러나 이러한 연구들은 대개 벤처기업이나 스타트업 기업을 대상으로 개인 단위의 기업가에 초점이 맞춰져 있다. 그러나, 전술한 기존 기업의 사내기업가정신이 갖는 독특한 맥락에서의 한계를 인식하고, 최고경영진을 팀(Team Level)으로 인식하고 최고경영진 팀의 기업가적 기민성과 사내기업가정신 간의 관계를 제시하는 논문은 여전히 제한적이다. 그리고, ‘어떤 조직행동이 사내기업가정신의 확산을 유발할 수 있는 최고 경영진의 기업가적 기민성 형성에 도움이 되는지’에 관해서는 기업가적 기민성과 사내기업가정신에 관한 연구 모두에서 실증적으로 연구되지 않고 있다. 따라서, 본 연구에서는 조직학습이론과 사내기업가정신 및 기업가적 기회인식과 관련한 선행연구를 바탕으로,연구계획과 동일하게 최고경영자들을 대상으로 설문을 실시하였다. 그 결과 세가지 유형(넓이, 깊이, 그리고 속도)의 조직학습 활동이 최고경영자의 팀단위 기업가적 기민성에 유의미한 영향을 미치는 것을 확인하였고, 최고경영자의 팀단위 기업가적 기민성이 세가지 유형의 조직학습 활동 중 학습의 넓이와 사내기업가정신의 성과사이의 매개효과를 확인하였다.

This study investigates the mediating role of entrepreneurial alertness of a top management
team (TMT) between organizational learning and corporate entrepreneurship (CE). We
conducted two studies. In Study 1, based on TMT members’ responses from a gr ...

This study investigates the mediating role of entrepreneurial alertness of a top management
team (TMT) between organizational learning and corporate entrepreneurship (CE). We
conducted two studies. In Study 1, based on TMT members’ responses from a group of
Korean companies, we examined a factor structure of TMTs’ entrepreneurial alertness and
its influence on CE. We identified that TMTs’ entrepreneurial alertness is a second-order
construct, constituting scanning and searching, association and connection, and evaluation
and judgment, which positively influence CE. In Study 2, based on TMT members’
responses from another group of Korean companies, we confirmed a second-order structure
of TMTs’ entrepreneurial alertness. Furthermore, while breadth and depth of learning
positively influenced TMTs’ entrepreneurial alertness, speed of learning had a negative
effect. In addition, TMTs’ entrepreneurial alertness partially mediated the relationship
between breadth of learning and CE, and fully mediated the relationship between depth of
learning and CE. This study contributes to extending the concept of entrepreneurial alertness
to a TMT context and identifying TMTs’ entrepreneurial alertness as an organizational
capability. It helps understand how the three attributes of organizational learning can
heterogeneously contribute to TMTs’ entrepreneurial alertness and CE in organizations.

This study investigates the mediating role of entrepreneurial alertness of a top management
team (TMT) between organizational learning and corporate entrepreneurship (CE). We
conducted two studies. In Study 1, based on TMT members’ responses from a gr ...

This study investigates the mediating role of entrepreneurial alertness of a top management
team (TMT) between organizational learning and corporate entrepreneurship (CE). We
conducted two studies. In Study 1, based on TMT members’ responses from a group of
Korean companies, we examined a factor structure of TMTs’ entrepreneurial alertness and
its influence on CE. We identified that TMTs’ entrepreneurial alertness is a second-order
construct, constituting scanning and searching, association and connection, and evaluation
and judgment, which positively influence CE. In Study 2, based on TMT members’
responses from another group of Korean companies, we confirmed a second-order structure
of TMTs’ entrepreneurial alertness. Furthermore, while breadth and depth of learning
positively influenced TMTs’ entrepreneurial alertness, speed of learning had a negative
effect. In addition, TMTs’ entrepreneurial alertness partially mediated the relationship
between breadth of learning and CE, and fully mediated the relationship between depth of
learning and CE. This study contributes to extending the concept of entrepreneurial alertness
to a TMT context and identifying TMTs’ entrepreneurial alertness as an organizational
capability. It helps understand how the three attributes of organizational learning can
heterogeneously contribute to TMTs’ entrepreneurial alertness and CE in organizations.

Contemporary business environments are characterized as fast technological and market
changes. Firms are likely to focus on pursuing innovation and CE in order to increase the viability
of their business model and their sustainability. This study, in ...

Contemporary business environments are characterized as fast technological and market
changes. Firms are likely to focus on pursuing innovation and CE in order to increase the viability
of their business model and their sustainability. This study, in this regard, provides two
important managerial implications for practitioners. First, similar to prior studies, this study
emphasizes the role of TMTs for enhancing CE. As TMT members are likely to play an important
role in creating CE strategies and implementations, they must be sensitive to environmental
changes, to absorb and assimilate new information and knowledge while pursuing CE. Furthermore,
TMTs must collectively build and possess entrepreneurial alertness; otherwise, TMTs
may not reach a consensus in building consistent strategic directions and subsequently allocating
the resources within a firm. Second, the results of this study emphasize the roles of breadth and depth of learning for CE as
well as TMTs’ entrepreneurial alertness. As breadth of learning can enhance both CE and entrepreneurial
alertness, this study highlights that organizations need to extensively gather information
about the changes in competitors, industries, markets, customer needs, etc. and infuse it
to TMT members. Depth of learning can reinforce TMTs’ entrepreneurial alertness, which in
turn strengthen CE. As entrepreneurial alertness and depth of learning share common characteristics
that both require firms to build and possess tacit knowledge from information and experiences,
firms should not become myopic while developing entrepreneurial alertness through deep
learning.