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- W3208207614 abstract "This chapter centers on the top management team, which is an under-explored context in EO research. I begin the chapter by tackling the question if the firm wants to maximize its EO, should it universally have entrepreneurially minded senior executives; that is, to be an entrepreneurial firm, its senior leaders should themselves be inclined toward entrepreneurship. I also briefly consider the perspective sometimes raised in the EO literature that a firm’s performance yield from EO may be a function of counterbalance among the executive team—a CEO with a high tolerance for entrepreneurial risk may benefit from a chief operating officer with a modest risk tolerance. I then explore differences across senior executive roles, and how those roles may enable or constrain the firm’s EO. I then investigate the role of performance evaluations, and how the firm’s appraisal structure may enable or constrain EO. Lastly, I consider the role of middle management in the firm’s EO, specifically through the lens of strategic execution." @default.
- W3208207614 created "2021-11-08" @default.
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- W3208207614 date "2021-01-01" @default.
- W3208207614 modified "2023-10-17" @default.
- W3208207614 title "Extending EO and the Role of the Top Management Team" @default.
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- W3208207614 doi "https://doi.org/10.1007/978-3-030-87300-4_5" @default.
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