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The seven dimensions of Skunk Works: a new approach and what makes it unique

The seven dimensions of Skunk Works: a new approach and what makes it unique This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works.Design/methodology/approachThis is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate.FindingsThis study shows how Skunk Works differs from other forms of collective/corporate entrepreneurship through its seven dimensions (isolation, customer needs, focus, planning, trusted project manager, cross-functional teams and leveraging overlaps) while challenging the dominant extant contenders of collective/corporate entrepreneurship.Practical implicationsSkunk Works remains a sustainable form of entrepreneurship, and it is still viable to consider it as a practical construct for smaller as well as larger organisations as a means of solving complicated innovative tasks requiring a multidisciplinary team with expert competence in a relatively quicker period of time.Social implicationsOrganisations may take greater initiatives towards assembling entrepreneurial teams in the Skunk Work tradition.Originality/valueAs a means of understanding collective/corporate entrepreneurship, this study dissects some of the original fundamental cornerstones of Skunk Works entrepreneurship in an effort to present it as a viable alternative construct to the dominant construct of entrepreneurial orientation as well as other extant constructs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Research in Marketing and Entrepreneurship Emerald Publishing

The seven dimensions of Skunk Works: a new approach and what makes it unique

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References (111)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1471-5201
DOI
10.1108/jrme-09-2017-0038
Publisher site
See Article on Publisher Site

Abstract

This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works.Design/methodology/approachThis is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate.FindingsThis study shows how Skunk Works differs from other forms of collective/corporate entrepreneurship through its seven dimensions (isolation, customer needs, focus, planning, trusted project manager, cross-functional teams and leveraging overlaps) while challenging the dominant extant contenders of collective/corporate entrepreneurship.Practical implicationsSkunk Works remains a sustainable form of entrepreneurship, and it is still viable to consider it as a practical construct for smaller as well as larger organisations as a means of solving complicated innovative tasks requiring a multidisciplinary team with expert competence in a relatively quicker period of time.Social implicationsOrganisations may take greater initiatives towards assembling entrepreneurial teams in the Skunk Work tradition.Originality/valueAs a means of understanding collective/corporate entrepreneurship, this study dissects some of the original fundamental cornerstones of Skunk Works entrepreneurship in an effort to present it as a viable alternative construct to the dominant construct of entrepreneurial orientation as well as other extant constructs.

Journal

Journal of Research in Marketing and EntrepreneurshipEmerald Publishing

Published: Aug 8, 2019

Keywords: Entrepreneurship; Innovation; Intrapreneurship; Entrepreneurial orientation; Skunk Works

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