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One of the paths chosen by businesses to increase their competitiveness through innovation is by encouraging employees to adopt a more entrepreneurial attitude. Although studies on Entrepreneurial Orientation have brought important contributions, anecdotal evidences of entrepreneurial employees not affected by corporate initiatives drive attention to managers’ role s in developing entrepreneurial behavior. We found good pos sible explanations in the theory Induced vs. Autonomous Entrepreneurial Behavior. Thus, the objective of this study is to empirically analyze the factors that inhibit or encourage entrepreneurial behavior. These factors arose from empirical research and we re consolidated based on a literature review. This is a qualitative study whose data were collected in interviews carried out with 15 executives from different businesses in Brazil. The results showed that, while some Entrepreneurial ly Oriented practices can induce employees to adopt entrepreneurial behavior, autonomous behavior intrapreneurs are mostly stimulated by manager attitude. M anager s use different approaches depending on the type of intrapreneur whose entrepreneurial behavior is intended to be sti mulated, leading to the conclusion that managers, in some cases, play an important role in promoting Corporate Entrepreneurship.

Palabras clave: Entrepreneurial orientation, entrepreneurial behavior, induced behavior, autonomous behavior, intrapreneur.
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Universidad Autónoma del Estado de México
Sistema de Información Científica Redalyc ®
Versión 3.0 | 2017
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