02721nas a2200301   4500008004100000022001400041245006500055210006500120260004200185300001000227490000600237520183900243653001302082653003102095653002402126653002502150653001702175653003002192653003202222653001902254653002102273653001802294653001602312653001902328100001802347700001802365856003602383       2014                        eng d  a1927-032100aEnabling Employee Entrepreneurship in Large Technology Firms0 aEnabling Employee Entrepreneurship in Large Technology Firms  aOttawabTalent First Networkc02/2014  a23-320 v43 aManagers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees’ ability to act entrepreneurially.

In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. 

A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. 

This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.10aautonomy10acompetitive aggressiveness10acorporate venturing10adevelopment projects10aemancipation10aemployee entrepreneurship10aentrepreneurial orientation10ainnovativeness10aintrapraneurship10aproactiveness10arisk taking10avalue creation1 aMiron, Walter1 aHudson, David  uhttp://timreview.ca/article/76601104nas a2200205   4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520053800217653001700755653001300772653002100785653001500806653002300821100001800844856003600862       2012                          d  a1927-032100aEntrepreneurial Effort in the Theory of the Firm0 aEntrepreneurial Effort in the Theory of the Firm  aOttawabTalent First Networkc02/2012  a13-160 v23 aThis article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.10aemancipation10aemployee10aentrepreneurship10atechnology10atheory of the firm1 aHudson, David  uhttp://timreview.ca/article/521