Knowledge accumulation on the topic of corporate entrepreneurship has been occurring at a rapid rate, and many of the elements essential to constructing a theoretically grounded understanding of corporate entrepreneurship can be readily identified from the extant literature. This paper examines the corporate entrepreneurship process and illustrates the various aspects that research has been examining over the last two decades. It reviews the empirical and conceptual research that substantiates the many components of the model and describes a corporate entrepreneurship strategy that is depicted through the model. Contents: Introduction; Concept of Corporate Entrepreneurship; Corporate Entrepreneurship Process; Conclusion; References
Corporate entrepreneurs -- described in the academic literature as those managers or employees who do not follow the status quo of their co-workers -- are depicted as visionaries who dream of taking the company in new directions. As a result, though, in overcoming internal obstacles to reaching their professional goals they can often walk a fine line between clever resourcefulness and outright rule breaking. A framework is presented as a guideline for middle managers and organizations seeking to impede unethical behaviors in the pursuit of entrepreneurial activity. This paper examines the barriers middle managers face in trying to be entrepreneurial in less supportive environments, the ethical consequences that can result, and a suggested assessment and training program for averting such dilemmas. We advise companies that embrace corporate entrepreneurship: (1) establish the needed flexibility, innovation, and employee initiative and risk-taking; (2) remove the barriers that the entrepreneurial middle manager may face to more closely align personal and organizational initiatives and reduce the need to behave unethically; and (3) include an ethical component to corporate training which will provide guidelines for instituting compliance and values components into the state-of-the-art corporate entrepreneurship programs.
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Knowledge accumulation on the topic of corporate entrepreneurship has been occurring at a rapid rate, and many of the elements essential to constructing a theoretically grounded understanding of corporate entrepreneurship can be readily identified from the extant literature. This paper examines the corporate entrepreneurship process and illustrates the various aspects that research has been examining over the last two decades. It reviews the empirical and conceptual research that substantiates the many components of the model and describes a corporate entrepreneurship strategy that is depicted through the model.
Corporate Entrepreneurship provides a thorough review of the literature on this topic and presents a model based on this literature. Corporate entrepreneurship (CE) is increasingly being recognized as a legitimate path to high levels of organizational performance. CE has been promoted in organizations for many reasons including as a growth strategy, to increase profitability, for strategic renewal, innovation, international success, and to develop competitive advantage. Despite the potential positive effects of CE, the theoretical and empirical knowledge about CE and the entrepreneurial behavior on which it is based require greater attention. While there is a broadly held belief in the need for and value of entrepreneurial action on the part of established organizations, much remains to be revealed about how CE strategy is enacted in organizational settings. Corporate Entrepreneurship presents a model of CE based on the extant literature and research. It reviews the empirical and conceptual research that substantiates the many components of the model and describes a corporate entrepreneurship strategy based on that model.
Corporate entrepreneurship concerns the process of entrepreneurial activity within an organisation. This activity is primarily composed of strategic renewal, novel ideas, new business creation within a firm, and how to foster continuous innovative initiatives. There are several different levels at which corporate entrepreneurship can be measured: organisational, individual, and external. Unfortunately, much of the research within this field is confusing the different levels which makes it difficult to conceptualise the construct appropriately in research. Most of the literature treats organisational culture and a culture of corporate entrepreneurship as separate constructs. Typically, organisational culture is measured using established theories, such as Hofstede's five cultural dimensions. However, ongoing measurement issues persist, being that the measurement of corporate entrepreneurship is based on previous work which has blurred the distinction between corporate entrepreneurship and intrapreneurship, and that measures are used at the incorrect level of the organisation or are not even considered. Of the few studies that have considered the existence of a culture of corporate entrepreneurship, there are also ongoing problems. It has been suggested that entrepreneurial orientation could be used as a measure of corporate entrepreneurship. However, more research is needed to identify if this could be adapted to measure corporate entrepreneurial culture. Overall, this chapter has emphasised the need for more research which considers the measurement level within the organisation, the use of scales which actually measure corporate entrepreneurial culture, and different methods of research, to start to clearly delineate corporate entrepreneurial culture from general organisational culture. 2ff7e9595c
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