• Fabian E. Diefenbach


Public sector organizations, government-owned and government- funded organizations (Rainey, 2009, p. 80; Section 3.1.1), form an important part of our society. This is evident from the facts that government provides one in seven jobs and its expenditures range from 30% to 55% of GDP in the OECD countries (OECD, 2009, pp. 52–67) – over and above the public social functions. Organizations in this sector, like many other organizations, face the challenge to act in changing environments with increasingly high expectations (Schedler & Proeller, 2003, pp. 26–31). Peter Drucker (1985, p. 177) is not the only one to issue a call for entrepreneurship in order to address these challenges. Similar requests have been voiced in different contexts and cultures in the past decades (Bellone & Goerl, 1992; Currie, Humphreys, Ucbasaran, & McManus, 2008; Lewis, 1980; Meynhardt & Metelmann, 2009; Morris & Jones, 1999; Osborne & Gaebler, 1992).


Public Sector Entrepreneurial Orientation Middle Manager Research Stream Corporate Entrepreneurship 


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© Gabler Verlag | Springer Fachmedien Wiesbaden GmbH 2011

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  • Fabian E. Diefenbach

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