Entreprenörskap och innovationskraft har genom begreppet Corporate Entrepreneurship erkänts som en framgångsfaktor för företag. Med utgångspunkt i att Corporate Entrepreneurship är av ökande betydelse utreds här i vilken mån detta återspeglas i företags externa kommunikation. Genom innehållsanalys av VD-brev från 21 svenska teknikföretag över en tioårsperiod har signaler om entreprenöriell orientering fångats. Resultaten har visat att extern kommunikation av Corporate Entrepreneurship, i motsats till vad som förväntats, minskat i omfattning över tidsperioden. Vidare har visats att företagen inom sektorn kommunicerat kring Corporate Entrepreneurship i lika omfattning men att skillnad funnits mellan de företag som satsat mest respektive ingenting på forskning och utveckling. De slutsatser som dragits är att den ökande betydelse som antagits gälla för konceptet Corporate Entrepreneurship inte tycks återspeglas i den externa kommunikationen. Vidare har resultatet om likformighet gett stöd åt den neoinstitutionella teorin. Det har också antytts att det vid mer kraftfull uppdelning med avseende på hur pengar satsats på forskning och utveckling, framträder skillnader i den externa kommunikationen.

Entrepreneur is the destructor of present mechanism, but entrepreneur also can be the value creator of company. If company can make good use of the energy of the entrepreneur, entrepreneur will create enormous value for the company. So how to manipulate the power of entrepreneur becomes an important issue. This article discusses this issue from a perspective of Corporate Venture Capital. According to the independent-unit characteristic of CVC, start-up can avoid rigid bureaucracy and culture. The whole value creation process is as follows: Through CVC, parent company supports entrepreneur to build up business, and parent company will receive strategic value when start-up succeeds. There are two kinds of strategic value; one is the purpose of investment plan, another one is the activation of Corporate Entrepreneurship. As we know, when the core element of investment plan is entrepreneur, the plan is basically different from other plans. The essence of the investment plan which is based on the power of entrepreneur is Corporate Entrepreneurship. The definition of CE in this article is the process in which company makes use of individual entrepreneurship under the common vision to do innovative activities to create strategic value for the organization. In other words, from CVC perspective, the managing model of CE is the new venture growth model. CVC can follow the new venture growth model to support entrepreneur to build up business, and the success of start-up can return strategic value to parent company and promote the Corporate Entrepreneurship of parent company. After the discussion of the ecosystem, culture and investment cases of IC design industry in Taiwan, we interview three professional in CVC area to get further details. Then we build the new venture growth model for company to make good use of the power of entrepreneurs.

This study sheds light on the firm-lifecycle and the impact of leadership and how itdevelops negatively when the entrepreneurial firm becomes administrative andmanagerial. The ambivalent fact is that the firm, when growing in size, need to becomemore managerial, though without undermining the previously entrepreneurial mind-setthat pervade the organization. The term corporate entrepreneurship has emerged andcomprises that the firm can continue to be entrepreneurial in the managerial stage. Thatis to resume the firm’s work to keep innovative. The article seeks to find out how theleadership can be adapted for the firm to stay innovative through the managerial stage.

Este estudo tem o objetivo de verificar como e por que as práticas de gestão empresarial, destinadas à promoção de um ambiente propício à existência do empreendedorismo corporativo, que são encontradas em empresas atuantes no Brasil, reconhecidas por algumas publicações de negócios não científicas, contribuem para os resultados atribuídos às ações empreendedoras realizadas pelos seus empregados, sob a ótica de seus executivos. Essas empresas são então apresentadas como aquelas nas quais existe o empreendedorismo corporativo. Os resultados esperados das ações empreendedoras são a geração e lançamento de novos produtos, criação e/ou adoção de novos processos, criação e/ou adoção de novos conceitos de gestão e/ou a entrada em novos negócios. Assume-se como pressuposto conceitual que a ação empreendedora é benéfica para garantir e ampliar o resultado da empresa. O estudo terá cunho exploratório, qualitativo, transversal e será desenvolvido pelo método do estudo de caso, pois é o mais adequado quando se pretende estudar um fenômeno amplo e complexo,cujo tema ainda é pouco conhecido, com estudos de casos múltiplos. Foram estudadas cinco empresas, de setores diferentes da economia, de tamanhos diferentes e também com controladores de diferentes países. As fontes de informações mais importantes do estudo foram as entrevistas semi-estruturadas realizadas com os gestores das empresas selecionadas. As principais práticas de gestão empresarial voltadas ao empreendedorismo corporativo encontradas na pesquisa foram: recompensas, incentivos e reconhecimentos; disponibilização de recursos (materiais, humanos e financeiros); tolerância ao erro; apoio da alta administração; estruturação da empresa e liberdade de trabalho. A análise das informações dos casos estudados mostrou a existência de diversas práticas dentro de cada uma das cinco categorias identificadas. As empresas adotam práticas em comum, no entanto, também existem algumas peculiaridades que as diferenciam. Foi possível compreender que as práticas de gestão empresarial destinadas à promoção do empreendedorismo corporativo contribuem para as ações empreendedoras ao oferecer as condições organizacionais e os estímulos pessoais necessários para que os seus funcionários possam criar e implementar projetos empreendedores, que serão posteriormente acolhidos pela empresa. Tais práticas são valorizadas pelos empreendedores corporativos, porque sinalizam para eles que as ações empreendedoras são reconhecidas e podem lhes render resultados de prestígio profissional, dentro ou fora da empresa, além de benefícios financeiros diretos, em alguns casos. / This study aims to ascertain how and why the practices of business management, destined to promote an environment conducive to the existence of corporate entrepreneurship, which are found in companies operating in Brazil, recognized by some non-scientific business publications, contribute to the results attributed to entrepreneurial activities undertaken by their employees, from the viewpoint of its executives. These companies are then presented as those in which corporate entrepreneurship exist. The expected results of entrepreneurial activities are the creation and launch of new products, creating and / or adoption of new processes, creating and / or adoption of new management concepts and / or entry into new businesses. It is assumed as conceptual assumption that entrepreneurial activity is beneficial to ensure and extend the result of the company. The study will be exploratory, qualitative, transverse and will be developed by the method of case study, because it is more appropriate when attempting to study a broad and complex phenomenon, which theme is still unknown, with multiple case studies. Five companies were studied from different sectors of the economy, of different sizes and with drivers from different countries. The most important sources of information in the study were semi-structured interviews conducted with managers of selected companies. The main corporate governance practices aimed to corporate entrepreneurship found in the research were: rewards, incentives and recognition; availability of resources (material, human and financial); risk tolerance; support of senior management; company structure and freedom at work. The analysis of information from the studied cases showed the existence of various practices within each of the five categories identified. Companies adopt common practices, however, there are some peculiarities that differentiate them. It was possible to understand that the practices of corporate governance for the promotion of corporate entrepreneurship contribute to the entrepreneurship actions providing organizational conditions and personal incentives necessary for their staff to create and implement entrepreneurship projects, which will be posteriorly hosted by the company. Such practices are valued by corporate entrepreneurs, because they show to them that the entrepreneurial action are recognized and may draw results of their professional prestige, inside or outside the company, in addition to direct financial benefits, in some cases.

This dissertation highlights the infrequently discussed role of the entrepreneur as founder of disruptive brands creating new categories often in a stealth-like manner. A recent corporate entrepreneurial response being pursued by Fortune 100 corporations’ renown for their branding prowess is examined in the dissertation called strategic brand venturing. Strategic brand venturing (SBV) is a boundary-spanning activity whereby large firms access disruptive brands and entrepreneurial marketing know-how through equity investments in entrepreneurial brands. Using an abductive logic, eleven practitioner-based dimensions of SBV are iteratively refined through comparisons with intersection literature and venturing literature and theory, to arrive at a conceptual model. In the process, comparisons are also made between technology venturing and brand venturing. This model is empirically tested and refined within and across seven case studies from six subsidiaries of global consumer packaged goods corporations in the United States. The final model borrows from prior venture capital and corporate venture capital models but caters for the exigencies of brands and entrepreneurial founders. The model also acknowledges the role of antecedents and the role of influential exogenous communities such as consumers and retailers. Using a realism philosophical perspective, deeper structures and generative mechanisms are uncovered related to strategic and political context factors. The positive benefits through partnership with brand entrepreneurs, and the potential contribution to heightened corporate entrepreneurship in large firms is highlighted. The dissertation concludes with propositions and suggestions for future research as well as implementation implications for practitioners.

This dissertation investigates the following questions. How does the structure of ownership, board governance, and board monitoring influence the corporate entrepreneurship behaviour of privatised firms in Vietnam? Furthermore, does uncertainty regarding the changing business and institutional environment moderate the relationships among corporate governance, ownership structure, and corporate entrepreneurship?In the dissertation, Stewardship Theory, Institutional Theory, Resource Dependence Theory, are integrated with Agency Theory to provide a framework to investigate the relationships between board composition, ownership structure and corporate entrepreneurship in post-privatisation environments. The theoretical arguments are tested using a mixed-method approach, based on a survey of privatised Vietnamese firms and data collected and collated from in-depth interviews of board and top management team members in six selected privatised firms. The study findings indicate that a reliance on any single theoretical lens is ineffective in explaining the phenomenon in the context of privatised firms in transition economies, and that the employment of multiple theories is crucial for providing a complete understanding of context-dependent phenomena, such as corporate governance. Empirically, the results show that the board composition and characteristics have little impact on corporate entrepreneurship and ownership structure almost plays no role in enhancing the entrepreneurial activities of privatised firms. In particular, the study highlights that there are no unique corporate governance practices that can be employed in every context. The practices are effective only in certain conditions and specific environments. The study provides a set of policy and managerial implications for shaping corporate governance in order to foster corporate entrepreneurship in Vietnamese privatised firms.

Two major objectives of organisations are to achieve firm performance and to maintain a competitive advantage; strategies to achieve these objectives differ widely. Research at the entrepreneurship and marketing interface investigates the application of both dimensions on firm activities, processes and behaviour to achieve different performance parameters. In the field of entrepreneurial marketing research two key approaches are discussed: a market-driven and a market-driving approach. Market-driven approaches, though applied by many organisations, are less successful in allowing organisations to outperform others and create long-term competitive advantage. Market-driving, on the other hand, is considered to contribute to enduring competitive advantage. Current research indicates that the construct of market driving and the factors that influence it are not well understood. The purpose of this study is therefore to measure market driving and determine firm-internal factors that influence an organisation’s market-driving ability in the South African healthcare industry. In this research, constructs drawn from the literature study were used to formulate the conceptual framework and statistical model. The empirical part of the study used a fully structured telephonic questionnaire and the respondents were managers in organisations in the South African healthcare industry. Data analysis employed structural equation modelling. The results indicate that market driving can reliably be measured by three activities: market sensing; influencing customer preferences; and alliance formation. Entrepreneurial behaviour, strategic orientation and entrepreneurial capital have a more positive impact on market-driving ability than corporate entrepreneurial management. The study demonstrated that market-driving ability significantly benefits firm performance and relative competitive strength. The study provides a solid basis for future research in the field. Moreover, the results of the study can be applied by organisations in a three-step process. First, organisations can assess their current level of market driving. Second, they can assess influencing factors, and finally identify areas for improvement. Through continuous reassessment organisations can work on their market-driving ability to achieve their organisational objectives. / Thesis (PhD)--University of Pretoria, 2011. / Business Management / unrestricted

Motivated by the environment of their country, Colombia, the co-authors present in this paper a research and analysis about the Manufacturing Industry (MI) and its relation to the growth of the economy in the different sectors of their country. Industrial innovation is key to competitiveness and development of economies; therefore, Corporate Entrepreneurship (CE) is seen by the co-authors as an answer for the Manufacturing Industry in order to keep on bringing value to the society and its related sectors. To have an approach to this CE analysis, theoretical framework used in the research is based in the Four Models of CE presented by Wolcott and Lippitz (Wolcott, 2010). Within the paper, it will be introduced the Opportunist, Enable, Advocate and Producer Model as conceived by them. No surprises were found when looking to the actual state of the companies in the MI, those with more budgets are the ones that invest more in innovation and the small ones are more conservatives in the topic. As part of the response to the research question, the co-authors established the path for the different company types in order for them to have an easy way to build CE.

The purpose of this study was to identify the perception and relationships between corporate entrepreneurship (CE) practices and management performance. The use of Morris and Kuratko's (2002) Corporate Entrepreneurship Assessment Instrument (CEAI) was used as the survey instrument for this study. A sample size of 1,200 unit managers, middle managers, and top management teams (TMTs) within nine casual dining restaurant organizations were surveyed with a response of 522 subjects at a rate of 44%. Responses of the CEAI results were studied using regression analysis and conclusions were drawn to support four out of the six hypothesis originally proposed in determining CE activity and management reinforcement. A post test analysis was also conducted in order to reinforce the previous results of the original study. This study concluded with the determination through an empirical analysis that forms of CE activity and enforcement are currently present within the casual dining restaurant segment. / Ph. D.

This publication-based dissertation covers research on corporate venturing activities of established companies over six chapters. The first chapter provides an introduction into corporate venturing and a summary of the four research papers comprising this dissertation. The second chapter is a structured literature review analyzing the heterogeneity inherent in corporate venturing activities. The characteristics that differentiate corporate venturing activities from each other are comprehensively identified, and a framework that integrates existing activities into six clusters is derived. The third chapter is a research paper that explores a recent corporate venturing activity – namely corporate accelerators – in depth. This empirical study, based on 13 case studies, identifies the objectives pursued with these programs and its design configurations and derives four common types of corporate accelerators. The fourth chapter is a research paper that analyzes empirically entrepreneurial start-ups as knowledge sources for established companies in the context of corporate accelerators and incubators. The paper identifies knowledge need, knowledge forms, and knowledge exchange as knowledge elements in these programs. Based on the comparative analysis of 12 case studies, typical combinations of the knowledge elements are found. The fifth chapter is a teaching case study building on the decision of Media-Saturn-Holding, Europe´s leading consumer electronics retailer, to develop the company´s own corporate accelerator program called SPACELAB. The sixth chapter summarizes the contributions of this dissertation for research and practice as well as its limitations and potential directions for further research.:List of tables Table of figures Table of abbreviations 1 Introduction 1.1 Motivation and research gap 1.2 Summary of research papers 1.3 Presentation / publication information of research papers 1.4 References 2 Corporate venturing activities: a review of typologies and proposed framework 2.1 Introduction 2.2 Research method and descriptive analysis of reviewed studies 2.3 Dimensions of corporate venturing activities 2.4 Clustering of corporate venturing activities 2.5 Further research 2.6 Summary of findings and conclusion 2.7 List of appendices 2.8 Appendix 2.9 References 3 Corporate accelerators as recent form of start-up engagement: the what, the why, and the how 3.1 Introduction 3.2 Literature review 3.3 Analysis approach 3.4 Results of empirical analysis 3.5 Corporate accelerator typology: Four distinct types 3.6 Discussion and implications 3.7 Conclusion 3.8 References 4 Start-ups as knowledge sources for companies: an analysis of corporate accelerators and incubators 4.1 Introduction 4.2 Research approach 4.3 Knowledge elements in corporate accelerators and incubators 4.4 Typical combinations of knowledge elements 4.5 Discussion 4.6 Implications 4.7 Conclusions and limitations 4.8 List of appendices 4.9 Appendix 4.10 References 5 Media-Saturn-Holding GmbH - the SPACELAB accelerator: a teaching case study 5.1 Part 1: background and accelerator design options 5.2 Part 2: design choices made and program execution 5.3 Teaching note 5.4 List of appendices 5.5. Appendix 5.6 References 6 Contribution and further research 6.1 Contribution to research 6.2 Contribution to practice 6.3 Limitations and further research 6.4 References