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Sustainable corporate entrepreneurship: Evolving and connecting with the organization


  • Kelley, Donna


Corporate entrepreneurship necessarily entails both risk and high levels of uncertainty; yet, established organizations are typically positioned as efficient engines that function best via cautious and routine progress, which can hinder attempts to inject innovative ideas into mature businesses. As such, conscious effort is required to build a corporation's capacity for sustainable entrepreneurship. While a few exceptional companies have built and maintained an enduring capability for entrepreneurship, the majority of firms possess a general resistance to these initiatives. Commitment to entrepreneurship may cycle between high or moderate support for the activity, to floundering interest or disbanded initiatives, as conditions in the internal and external environment shift. This cycling pattern, unfortunately, prevents the development of enduring capabilities. Herein, it is revealed how companies can progress their entrepreneurial capabilities over time, adjusting and improving them as the firm learns and adapts to change. To accomplish this, companies must develop strategic objectives to guide entrepreneurs, a management structure to support their work, and processes that inform assessment and decision making. Through an Evolve and Connect model, these three contexts can adjust to shifts in the external environment and the changes and progress happening within the organization. Over time, however, managers need to maintain a link between entrepreneurial activity and the organization's mainstream.

Suggested Citation

  • Kelley, Donna, 2011. "Sustainable corporate entrepreneurship: Evolving and connecting with the organization," Business Horizons, Elsevier, vol. 54(1), pages 73-83, January.
  • Handle: RePEc:eee:bushor:v:54:y::i:1:p:73-83

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    Cited by:

    1. Encarnacion García-Sánchez & Víctor Jesús García-Morales & Rodrigo Martín-Rojas, 0. "Analysis of the influence of the environment, stakeholder integration capability, absorptive capacity, and technological skills on organizational performance through corporate entrepreneurship," International Entrepreneurship and Management Journal, Springer, vol. 0, pages 1-33.
    2. Stavros Sindakis, 2015. "Corporate Venturing and Customer-Driven Innovation in the Mental Health-Care Market: a Review of the Literature and Development of a Conceptual Framework," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 6(4), pages 1013-1033, December.
    3. Rodrigo Martín-Rojas & Virginia Fernández-Pérez & Encarnación García-Sánchez, 0. "Encouraging organizational performance through the influence of technological distinctive competencies on components of corporate entrepreneurship," International Entrepreneurship and Management Journal, Springer, vol. 0, pages 1-30.
    4. repec:eee:touman:v:56:y:2016:i:c:p:191-204 is not listed on IDEAS
    5. Stavros Sindakis & Fotis Kitsios, 2016. "Entrepreneurial Dynamics and Patient Involvement in Service Innovation: Developing a Model to Promote Growth and Sustainability in Mental Health Care," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 7(2), pages 545-564, June.
    6. repec:spr:intemj:v:13:y:2017:i:2:d:10.1007_s11365-016-0406-7 is not listed on IDEAS
    7. Wei, Li-Qun & Ling, Yan, 2015. "CEO characteristics and corporate entrepreneurship in transition economies: Evidence from China," Journal of Business Research, Elsevier, vol. 68(6), pages 1157-1165.


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