■

• Jones, O. (2005). 'Manufacturing regeneration through corporate entrepreneurship: Middle managers and organizational innovation'. International Journal of Operations & Production Management 25(5/6): 491-511.

http://proquest.umi.com/pqdweb?did=872191391&Fmt=2&clientId=44986&RQT=309&VName=PQD
Purpose - To investigate the role played by corporate entrepreneurs in the strategic renewal of mature manufacturing companies.
Design/methodology/approach - A case study approach is adopted as a means of identifying links between corporate entrepreneurship and social capital. Data are drawn from a three-year study which incorporates formal and informal interviews with 15 members of a pseudonymous company management team.
Findings - The study extends understanding of limits between corporate entrepreneurship and social capital in three ways:

• corporate entrepreneurs (CEs) can exploit "structural holes" for the benefit of the organisation rather than for career advancement;
• newcomers are more effective than insiders in overcoming the relational inertia caused by lack of external links;
• the bridging actions of CEs are important for linking internal activities as well as for accessing external knowledge.

Originality/value - The case is used, in combination with earlier contributions to the literature, as a basis for reconceptualizing the process of corporate entrepreneurship. [PUBLICATION ABSTRACT]