Jeffrey G Covin
Biographic Data
| ID | 3427942 |
|---|---|
| NAME | Jeffrey G Covin |
| GIVEN NAMES | Jeffrey G |
| FAMILY NAME | Covin |
| SIGNATURE | COVIN J G |
| AFFILIATIONS | Indiana University Bloomington |
| ORCID | 0000-0003-1627-5300 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 0 |
Family firms’ digital transformation
How do family firms navigate digital transformation? Drawing on 25 interviews across ten cases (2018–2024), we identify three tension fields that shape the scale and pace of digitalization: internal development vs. external sourcing, reliance on trusted partners vs. opening new ties, and the diffusion of family control. We theorize five propositions showing how familiness conditions collaboration strategies, risk posture, and implementation speed…
Fluffy cuffs
Supplier firms, especially the more resource constraint SMEs, form alliances for product innovation. Supplier firms can try to push in creative inputs while needing to align them with the overall solution of the buyer. Our study zooms in on this push and alignment balancing act. Our theoretical model is informed by the attention-based view. It considers two centralization mechanisms, relationship intensity and formalized specifications of the buy…
Corporate entrepreneurship strategy
Forms of Corporate Entrepreneurship
The domain of corporate entrepreneurship is comprised of two categories of phenomena: corporate venturing and strategic entrepreneurship. Corporate venturing consists of entrepreneurial phenomena through which new businesses are created by, added to, or invested in by an existing organization. Its forms include internal, cooperative, and external corporate venturing. By contrast, strategic entrepreneurship consists of a broad array of entrepreneu…
Emergent Strategy
Emergent strategy can be defined as internally consistent patterns of competitive actions and reactions that spontaneously arise over time as organizations navigate within their operating environments. This definition recognizes that emergent strategies may occupy one end of a deliberate–emergent continuum which represents different fundamental behaviors concerning the strategic process. Deliberate strategies involve a well‐articulated and formal…
Corporate Entrepreneurship
Corporate entrepreneurship (CE) as a concept has surfaced within the academic literature largely over the last four decades. The purpose of this article is to propose a CE conceptualization scheme that meaningfully reflects the complexity and heterogeneity of current thought on the nature of CE.Two empirical phenomena are herein proposed as constituting the domain of CE – namely, corporate venturing and strategic entrepreneurship. Corporate ventu…
A Conceptual Model of Entrepreneurship as Firm Behavior
This article outlines a conceptual model of entrepreneurship as an organizational-level phenomenon. The model is intended to depict the organizational system elements that relate to entrepreneurial behavior among larger, established firms, but may also be applicable in varying degrees to many smaller firms. Entrepreneurship is described as a dimension of strategic posture represented by a firm's risk-taking propensity, tendency to act in competit…
Strategic management of small firms in hostile and benign environments
This paper reports the results of a study designed to investigate the effective strategic responses to environmental hostility among small manufacturing firms. Data on environmental hostility, organization structure, strategic posture, competitive tactics, and financial performance were collected from 161 small manufacturers. Findings indicate that performance among small firms in hostile environments was positively related to an organic structur…
No prominent works on this page.
Strategic management of small firms in hostile and benign environments
This paper reports the results of a study designed to investigate the effective strategic responses to environmental hostility among small manufacturing firms. Data on environmental hostility, organization structure, strategic posture, competitive tactics, and financial performance were collected from 161 small manufacturers. Findings indicate that performance among small firms in hostile environments was positively related to an organic structur…
A Conceptual Model of Entrepreneurship as Firm Behavior
This article outlines a conceptual model of entrepreneurship as an organizational-level phenomenon. The model is intended to depict the organizational system elements that relate to entrepreneurial behavior among larger, established firms, but may also be applicable in varying degrees to many smaller firms. Entrepreneurship is described as a dimension of strategic posture represented by a firm's risk-taking propensity, tendency to act in competit…
Forms of Corporate Entrepreneurship
The domain of corporate entrepreneurship is comprised of two categories of phenomena: corporate venturing and strategic entrepreneurship. Corporate venturing consists of entrepreneurial phenomena through which new businesses are created by, added to, or invested in by an existing organization. Its forms include internal, cooperative, and external corporate venturing. By contrast, strategic entrepreneurship consists of a broad array of entrepreneu…
Emergent Strategy
Emergent strategy can be defined as internally consistent patterns of competitive actions and reactions that spontaneously arise over time as organizations navigate within their operating environments. This definition recognizes that emergent strategies may occupy one end of a deliberate–emergent continuum which represents different fundamental behaviors concerning the strategic process. Deliberate strategies involve a well‐articulated and formal…
Corporate Entrepreneurship
Corporate entrepreneurship (CE) as a concept has surfaced within the academic literature largely over the last four decades. The purpose of this article is to propose a CE conceptualization scheme that meaningfully reflects the complexity and heterogeneity of current thought on the nature of CE.Two empirical phenomena are herein proposed as constituting the domain of CE – namely, corporate venturing and strategic entrepreneurship. Corporate ventu…
Corporate entrepreneurship strategy
Fluffy cuffs
Supplier firms, especially the more resource constraint SMEs, form alliances for product innovation. Supplier firms can try to push in creative inputs while needing to align them with the overall solution of the buyer. Our study zooms in on this push and alignment balancing act. Our theoretical model is informed by the attention-based view. It considers two centralization mechanisms, relationship intensity and formalized specifications of the buy…
Family firms’ digital transformation
How do family firms navigate digital transformation? Drawing on 25 interviews across ten cases (2018–2024), we identify three tension fields that shape the scale and pace of digitalization: internal development vs. external sourcing, reliance on trusted partners vs. opening new ties, and the diffusion of family control. We theorize five propositions showing how familiness conditions collaboration strategies, risk posture, and implementation speed…
Business (6 works) · Entrepreneurship (6 works) · Computer Science (5 works) · Entrepreneurship Studies and Influences (5 works) · Industrial organization (5 works) · Family Business Performance and Succession (4 works) · Marketing (3 works) · Private Equity and Venture Capital (3 works) · Strategic management (3 works) · Corporate Finance and Governance (2 works)