Identification of the Fundamental Dimensions of Corporate Entrepreneurship and Corporate Governance: A Delphi Study in Entrepreneurial Companies
Keywords:
Corporate Entrepreneurship, Corporate Governance, Delphi Method, Qualitative StudyAbstract
Objective: The present study aimed to identify and conceptualize the fundamental dimensions and components of corporate entrepreneurship and corporate governance within entrepreneurial companies through an exploratory qualitative approach.
Methods and Materials: This research employed a qualitative exploratory design using the classical Delphi method to develop a contextualized conceptual framework. The study population consisted of senior managers and academic experts with extensive experience in entrepreneurial firms, selected through purposive and snowball sampling techniques. Data collection was conducted in two iterative Delphi rounds involving 12 experts. In the first round, an initial list of factors derived from literature review and preliminary qualitative exploration was evaluated and expanded by panel members. In the second round, participants reassessed the refined factors after receiving structured feedback, including median scores and response ranges. Consensus among experts was assessed using Kendall’s coefficient of concordance (W), and statistical analyses were performed using SPSS Version 22. Qualitative content analysis with inductive coding was applied to organize concepts into subcategories, core dimensions, and an integrated conceptual model describing the interaction between corporate entrepreneurship and corporate governance.
Findings: The findings indicated that corporate entrepreneurship is structured around five interrelated dimensions: human resource prerequisites, managerial competencies, external opportunities, internationalization infrastructure, and market orientation. Simultaneously, corporate governance was conceptualized through five principal dimensions: corporate accountability, information transparency and reliability, board effectiveness, corporate responsibility, and company member competencies. The statistically significant Kendall’s coefficient confirmed expert consensus regarding the identified dimensions. Results suggest that entrepreneurial effectiveness depends on supportive governance mechanisms, while governance performance is strengthened by entrepreneurial capabilities, demonstrating a mutually reinforcing relationship between the two constructs.
Conclusion: The study concludes that effective organizational performance in entrepreneurial companies emerges from the integrated alignment of corporate entrepreneurship and corporate governance systems. Governance structures provide accountability, transparency, and strategic control, whereas corporate entrepreneurship promotes innovation, adaptability, and competitive renewal. The proposed multidimensional framework offers a comprehensive roadmap for understanding organizational dynamics and supports the development of measurement tools, managerial strategies, and future empirical research aimed at enhancing sustainable competitiveness.
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