Corporate Entrepreneurship: An Empirical Study of the Importance of Strategic Considerations in the Creation of Radical Innovation
The recognition of the importance of entrepreneurial dynamics in corporate context is increasingly acknowledged in both entrepreneurship and strategic management literature, as firms today face a reality in which frame-breaking innovation is an important element of survival. From this understanding, the concept of Strategic Entrepreneurship (SE) has arisen, arguing a logic of focusing on the intersections between the two fields. This paper sets out to explore the SE construct empirically. Through seven case studies evolving around radical technological innovations, evidence is found of the importance of incorporation of strategic considerations taking place at several different levels of the organization, in order to obtain a desirable balance between entrepreneurial and strategic forces. An Integrative Model of Strategic Entrepreneurship is suggested based on this evidence.
Volume (Year): 5 (2007)
Issue (Month): 2 ()
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- James G. March, 1991. "Exploration and Exploitation in Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 71-87, February.
- Danny Miller, 1983. "The Correlates of Entrepreneurship in Three Types of Firms," Management Science, INFORMS, vol. 29(7), pages 770-791, July.
- Macmillan, Ian C. & Block, Zenas & Narasimha, P. N. Subba, 1986. "Corporate venturing: alternatives, obstacles encountered, and experience effects," Journal of Business Venturing, Elsevier, vol. 1(2), pages 177-191.
- Zahra, Shaker A., 1991. "Predictors and financial outcomes of corporate entrepreneurship: An exploratory study," Journal of Business Venturing, Elsevier, vol. 6(4), pages 259-285, July.
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