Creating corporate entrepreneurship

Creating corporate entrepreneurship This paper demonstrates how the various types of corporate entrepreneurship–individual managers, business renewal and Schumpeterian, or industry, leadership–share five ‘bundles’ of attributes. Each type can exist in one firm, though at different times as the common attributes change their role and relative importance. External and internal triggers for change are examined for a sample of 10 firms in 4 European industries. The data suggest a provocative conclusion: troubled firms in hostile environments can shed past behaviors, adopt policies fostering entrepreneurship and accumulate innovative resource bundles that provide a platform on which industry leadership can be built. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

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Publisher
Wiley
Copyright
Copyright © 1994 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
D.O.I.
10.1002/smj.4250150703
Publisher site
See Article on Publisher Site

Abstract

This paper demonstrates how the various types of corporate entrepreneurship–individual managers, business renewal and Schumpeterian, or industry, leadership–share five ‘bundles’ of attributes. Each type can exist in one firm, though at different times as the common attributes change their role and relative importance. External and internal triggers for change are examined for a sample of 10 firms in 4 European industries. The data suggest a provocative conclusion: troubled firms in hostile environments can shed past behaviors, adopt policies fostering entrepreneurship and accumulate innovative resource bundles that provide a platform on which industry leadership can be built.

Journal

Strategic Management JournalWiley

Published: Sep 1, 1994

References

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