Corporate Entrepreneurship Strategy and : A

Corporate Entrepreneurship

10.1017/cbo9780511488719 ◽

2003 ◽

Cited By ~ 66

Author(s):

Vijay Sathe ◽

Peter F. Drucker

Keyword(s):

Corporate Entrepreneurship

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Conceptual approaches to definition of the concept «corporate entrepreneurship» and its typologies

Economy and Entrepreneurship ◽

10.33111/ee.2019.43.mysyliukv ◽

2019 ◽

pp. 23-38

Author(s):

Vlada Mysyliuk

Keyword(s):

Corporate Entrepreneurship ◽

Definition Of

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Mitologia przedsiębiorczości organizacyjnej

Przegląd Organizacji ◽

10.33141/po.2003.05.01 ◽

2003 ◽

pp. 6-9

Author(s):

Mariusz Bratnicki

Keyword(s):

Corporate Entrepreneurship

Autor koncentruje swoją uwagę na przedsiębiorczości organizacyjnej jako części pola badawczego nazwanego powszechnie przedsiębiorczością korporacyjną (Corporate Entrepreneurship).

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Corporate Entrepreneurship in Professional Service Firms

10.1007/978-3-658-11629-3 ◽

2016 ◽

Cited By ~ 1

Author(s):

Christopher John Kühn

Keyword(s):

Corporate Entrepreneurship ◽

Professional Service ◽

Service Firms ◽

Professional Service Firms

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Conceptualising an Integrated Framework for Corporate Entrepreneurship

SSRN Electronic Journal ◽

10.2139/ssrn.2019676 ◽

2012 ◽

Author(s):

Jacobus H. Oosthuizen

Keyword(s):

Corporate Entrepreneurship ◽

Integrated Framework

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Collaborating for Innovation

The Oxford Handbook of Entrepreneurship and Collaboration ◽

10.1093/oxfordhb/9780190633899.013.14 ◽

2019 ◽

pp. 586-609

Author(s):

Peter G. Klein ◽

Mark D. Packard ◽

Karen Schnatterly

Keyword(s):

Organizational Structure ◽

Organizational Design ◽

Resource Constraints ◽

Spillover Effects ◽

Employee Motivation ◽

Corporate Entrepreneurship ◽

Marketplace Of Ideas ◽

Collaborative Innovation ◽

Barriers To Collaboration ◽

Innovation Outcomes

This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.

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Impact of relatedness, uncertainty and slack on corporate entrepreneurship decisions

Management Decision ◽

10.1108/md-10-2019-1392 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Robert Garrett ◽

Shaunn Mattingly ◽

Jeff Hornsby ◽

Alireza Aghaey

Keyword(s):

Decision Making ◽

Hierarchical Linear Modeling ◽

Cognitive Strategies ◽

Corporate Entrepreneurship ◽

New Venture ◽

Organizational Level ◽

Linear Modeling ◽

Slack Resources ◽

Content Type ◽

Positive Effect

PurposeThe purpose of this study is to evaluate the effect of opportunity relatedness and uncertainty on the decision of a corporate entrepreneur to pursue a venturing opportunity.Design/methodology/approachThe study uses a conjoint experimental design to reveal the structure of respondents' decision policies. Data were gathered from 47 useable replies from corporate entrepreneurs and were analyzed with hierarchical linear modeling (HLM).FindingsResults show that product relatedness, market relatedness, perceived certainty about expected outcomes and slack resources all have a positive effect on the willingness of a corporate entrepreneur to pursue a new venture idea. Moreover, slack was found to diminish the positive effect of product relatedness on the likelihood to pursue a venturing opportunity.Practical implicationsBy providing a better understanding of decision-making schemas of corporate entrepreneurs, the findings of this study help improve the practice of entrepreneurship at the organizational level. In order to make more accurate opportunity assessments, corporate entrepreneurs need to be aware of their cognitive strategies and need to factor in the salient criteria affecting such assessments.Originality/valueThis paper adds to the limited understanding of corporate-level decision-making with regard to pursuing venturing opportunities. More specifically, the paper adds new insights regarding how relatedness and uncertainty affect new venture opportunity assessments in the presence (or lack thereof) of slack resources.

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