This thesis explores the topic of Corporate Entrepreneurship in large organizations with regards to how innovations are transferred from an Innovation Department into a receiving Business Unit. It aims to understand this topic by identifying what challenges are common barriers to this transfer process. It also identifies the causes of these challenges. Finally, this thesis establishes what suitable approach can be adapted to address these challenges.   To answer these concerns, this research takes a deductive research approach by conducting a qualitative, empirical research through semi-structured interviews within a large Nordic telecommunication company. It also includes, benchmarking against two examples of companies that have developed solutions to overcome similar challenges. This qualitative methodology involves analyzing the interview and benchmarking results in comparison with literature, to confirm or disprove previous research.   From the findings, eight categories of common challenges are discovered which are rooted within the innovation strategy of incumbent companies. Based on this research, a framework is developed as an approach to address the challenges of transferring innovations from an Innovation Department into a receiving Business Unit. As contribution to this field of study, this thesis highlights how multiple academic theories such as Corporate Entrepreneurship, Innovation Management and Innovation Strategy can be synthesized to collectively address these challenges. This is done by proposing a solution that is adaptable for different incumbent organizations. The proposed framework uses a stage-gate process that progresses when certain criteria agreed between an Innovation Department and a receiving Business Unit, are fulfilled. This agreement is based on the extent to which the criteria for each stage-gate is achieved in order to transfer ownership of the innovation solution / Denna avhandling undersöker ämnet företags entreprenörskap i stora organisationer när det gäller hur innovationer överförs från en innovationsavdelning till en mottagande affärsenhet. Den syftar till att förstå detta ämne genom att identifiera vilka utmaningar som är gemensamma hinder för denna överföringsprocess samt orsakerna till dessa utmaningar. Slutligen fastställs lämpliga tillvägagångsättför att hantera dessa utmaningar.   För att svara på dessa utmaningar tillämpas en deduktiv forskningsmetod och en kvalitativ forskningsdesign baserat på semi-strukturerade intervjuer inom ett stort nordiskt telekommunikationsföretag. Den inkluderar också benchmarking med två företag som har utvecklat lösningar för att övervinna liknande utmaningar. Denna kvalitativa metod innebär analys av intervjuer samt benchmarking i jämförelse med litteraturen för att bekräfta eller motbevisa tidigare forskning.   I resultaten återfinns åtta kategorier av gemensamma utmaningar som är förankrade i innovationskulturen hos befintliga företag. Baserat på resultaten utvecklades ett ramverk för att hantera utmaningarna kring att överföra innovationer från en innovationsavdelning till en mottagande affärsenhet. Som ett bidrag till detta ämnesområde framhävs i denna avhandling hur flera akademiska teorier som corporate entreprenörskap (or intraprenörskap- look it up), innovationsledning och innovationsstrategi kan syntetiseras för att gemensamt hantera dessa utmaningar . Detta görs genom att föreslå en lösning som är anpassningsbar för olika etablerade organisationer. Den föreslagna ramen använder en steg-grind-modellen (look it up) som fortskrider när vissa kriterier som överenskommits mellan en innovationsavdelning och en mottagande affärsenhet är uppfyllda. Processen är baserad på i vilken utsträckning kriterierna för varje steg är uppnådda för att överföra äganderätten till innovationslösningen.

Due to constant disruption, companies need to embed innovation into their everyday activities in order to cope with competition and be successful. Corporate Entrepreneurship is playing an important role in fostering innovation and is needed to avoid disruption. However, companies have also different motives when handling CE as well as various ways of implementing it in the organization. This study investigated the motives of CE among large companies and the various implementation efforts. Therefore, the research question is: Which are the motives for CE? and the sub-question is: How does that lead to variation in CE implementation? The focus of the study was large companies which headquarter in Nordic countries and belong in different industries. Therefore, nine semi-structured interviews were performed and after, the data from the interviews were analyzed with thematic analysis. The results showed that the companies have different reasonings about their CE efforts and the CE implementation varied depending on the companies’ motives. However, these factors may not affect directly the organizational maturity. Therefore, companies can have their motives and support their CE efforts in different ways without influence negatively the maturity of the organization.

Cette thèse se propose de comprendre en quoi le temps constitue une ressource permettant aux acteurs d’initier et de poursuivre des projets intrapreneuriaux. Notre étude empirique s’appuie sur 47 entretiens et une semaine d’observation participante à une formation-action à l’intrapreneuriat (Coup de pousse®) avec des membres d’un laboratoire de Recherche et Développement d’une grande entreprise française de l’énergie (GDF SUEZ).Nos résultats nous permettent de souligner la dimension qualitative du temps lorsque celui-ci est utilisé dans le cadre des activités intrapreneuriales : nous élaborons une typologie des formes de temps impliquées dans les différentes composantes du processus intrapreneurial. Nous observons, en outre, que le temps qui participe au processus intrapreneurial se caractérise par une qualité singulière, identifiée comme étant de la disponibilité d’esprit. Enfin, nous montrons que, même lorsque l’organisation encourage et soutient les activités innovantes à travers un ensemble de moyens tangibles et intangibles, il est nécessaire que les acteurs fassent preuve de proactivité vis-à-vis des ressources temps (temps autosaisi versus temps alloué). / Our thesis aims at understanding how time constitutes a resource which enables actors to initiate and pursue intrapreneurial projects. Our empirical study relies on 47 interviews, and a participative observation of an Intrapreneurship training program (a full-time week) with R&D researchers of a big French company in energy sector (GDF SUEZ).Firstly, our results underline the qualitative dimension of time: we elaborate a typology of various forms of time which are involved in the three components of intrapreneurial process. Secondly, we observe that, when time is spent for intrapreneurial activities, it is characterized by a singular quality, named availability of mind. Thirdly, we suggest that, even if organizations are able to encourage and sustain innovative activities by several tangibles and intangibles means, actors need to act proactively regarding time resources (grabbed time versus granted time).

Este estudo foi realizado com o objetivo de investigar a percepção de executivos (as) sêniores quanto a possibilidade de empreender dentro de uma organização contemporânea, pontuar as barreiras percebidas por eles (as) e apresentar os caminhos percorridos afim de superar tais barreiras. A percepção de executivos (as) brasileiros (as) quanto a possibilidade de empreender dentro de uma organização nem sempre é positivamente unânime. As barreiras enfrentadas, muitas vezes, os (as) fazem perecer diante deste desafio. E como os (as) bem-aventurados (as) executivos (as) superam estas barreiras é de fato uma questão que requer maior entendimento. Outros fatores que merecem luz são como o poder político e a diferenciação de gêneros dentro das organizações pode influenciar o Intraempreendedorismo. Os achados da pesquisa indicaram que: 3% dos entrevistados (as) não acreditam ser possível empreender dentro de uma organização, 17% acreditam que depende do tipo de organização e 80% acreditam ser possível. De acordo com os dados pesquisados, conclui-se que empreender numa organização depende de uma combinação entre o mindset empreendedor das pessoas, um ambiente favorável que estimule as pessoas a trazerem suas ideias para mesa, uma cultura organizacional que permita a experimentação (tolerância a erros) e que as iniciativas estejam alinhadas a estratégia corporativa. A pesquisa baseou-se no depoimento de 35 executivos (as) brasileiros (as) que tiveram destaque dentro de organizações de grande porte. Como estratégia de pesquisa foi adotada a pesquisa narrativa e para a coleta de dados foram utilizadas entrevistas semi-estruturadas individuais. A interpretação dos dados se deu por meio da análise de conteúdo categorial (Bardin, 1977). É fato que o empreendedorismo está na pauta das empresas e aquelas que não vencerem os obstáculos no desafio de criar um ambiente que estimule a inovação, e não conseguir reter e atrair os profissionais adequados a essa expectativa, poderão ser insustentáveis a longo prazo e até ter sua sobrevivência ameaçada. / This study was carried out with the objective of investigating the perception of senior executives as to the possibility of undertaking within a contemporary organization, to punctuate the barriers perceived by them and to present the paths covered in order to overcome such barriers. The perception of Brazilian executives as to the possibility of undertaking within an organization is not unanimous. The barriers faced often make them perish in the face of this challenge. In addition, how blessed executives overcome these barriers is in fact a question that requires further understanding. Other factors that merit light are how political power and gender differentiation within organizations can influence intrapreneurship. At the end, it was possible to find out that: 3% of respondents do not believe it is possible to undertake within an organization, 17% believe that it depends on the type of organization and 80% believe it is possible. Given the data, it is concluded that undertaking in an organization depends on a combination of the entrepreneurial mindset of the people, a favorable environment that stimulates people to bring their ideas to the table, an organizational culture that allows experimentation (tolerance to errors) and initiatives are aligned with corporate strategy. The research was based on the testimony of 35 Brazilian executives who were prominent in large organizations. As a research strategy, narrative research was adopted and individual semi-structured interviews were used for data collection. Data interpretation was made through categorical content analysis (Bardin, 1977). It is a fact that entrepreneurship is on the agenda of companies and those who do not overcome obstacles in the challenge of creating an environment that stimulates innovation, and is unable to retain and attract professionals to that expectation, may be unsustainable in the end and until their survival threatened

<p>This study empirically investigates the levels of entrepreneurial orientation (EO) and market orientation (MO), and their links to performance within the context of French Small and Medium Sized Enterprises (SMEs).</p><p>SMEs represent today the heart of the European strategy and account fro 99% of the total companies in France. The current study argues that SMEs and especially French ones deserve a particular attention.</p><p>Besides, even though many studies have been conducted in the fields of entrepreneurial orientation and market orientation, when combining both, only a few included performance in their empirical analyses. Moreover, most relied on large established companies or MNE. Little concern has been put in SME and none have been done on the case of French SMEs. The current study propose a cross-sectional analysis to investigate the combination of EO and MO and its impact on performance through a quantitative research method.</p><p>Based on existing theories and previous studies, three hypotheses have been formulated :</p><p>H1 : Companies that are entrepreneurial oriented outperform companies that are not.</p><p>H2 : Companies that are market oriented outperform companies that are not.</p><p>H3 : Companies that are both entrepreneurial and market oriented outperform companies that are either one or none.</p><p>In order to test those hypotheses, a online 24 questions survey has been administrated to a sample of 338 French SMEs. All questions were based on the works of Covin and Slevin (1989), Narver and Slater (1990), Lumpkin and Dess (1996), and Blois and Carson (2000).</p><p>The results show that all hypothesis are verified. However, if no correlation was found between EO and MO, the combination of both enables SMEs to achieve higher performance.</p>

This study empirically investigates the levels of entrepreneurial orientation (EO) and market orientation (MO), and their links to performance within the context of French Small and Medium Sized Enterprises (SMEs). SMEs represent today the heart of the European strategy and account fro 99% of the total companies in France. The current study argues that SMEs and especially French ones deserve a particular attention. Besides, even though many studies have been conducted in the fields of entrepreneurial orientation and market orientation, when combining both, only a few included performance in their empirical analyses. Moreover, most relied on large established companies or MNE. Little concern has been put in SME and none have been done on the case of French SMEs. The current study propose a cross-sectional analysis to investigate the combination of EO and MO and its impact on performance through a quantitative research method. Based on existing theories and previous studies, three hypotheses have been formulated : H1 : Companies that are entrepreneurial oriented outperform companies that are not. H2 : Companies that are market oriented outperform companies that are not. H3 : Companies that are both entrepreneurial and market oriented outperform companies that are either one or none. In order to test those hypotheses, a online 24 questions survey has been administrated to a sample of 338 French SMEs. All questions were based on the works of Covin and Slevin (1989), Narver and Slater (1990), Lumpkin and Dess (1996), and Blois and Carson (2000). The results show that all hypothesis are verified. However, if no correlation was found between EO and MO, the combination of both enables SMEs to achieve higher performance.

Cette thèse se propose de comprendre en quoi le temps constitue une ressource permettant aux acteurs d’initier et de poursuivre des projets intrapreneuriaux. Notre étude empirique s’appuie sur 47 entretiens et une semaine d’observation participante à une formation-action à l’intrapreneuriat (Coup de pousse®) avec des membres d’un laboratoire de Recherche et Développement d’une grande entreprise française de l’énergie (GDF SUEZ).Nos résultats nous permettent de souligner la dimension qualitative du temps lorsque celui-ci est utilisé dans le cadre des activités intrapreneuriales : nous élaborons une typologie des formes de temps impliquées dans les différentes composantes du processus intrapreneurial. Nous observons, en outre, que le temps qui participe au processus intrapreneurial se caractérise par une qualité singulière, identifiée comme étant de la disponibilité d’esprit. Enfin, nous montrons que, même lorsque l’organisation encourage et soutient les activités innovantes à travers un ensemble de moyens tangibles et intangibles, il est nécessaire que les acteurs fassent preuve de proactivité vis-à-vis des ressources temps (temps autosaisi versus temps alloué). / Our thesis aims at understanding how time constitutes a resource which enables actors to initiate and pursue intrapreneurial projects. Our empirical study relies on 47 interviews, and a participative observation of an Intrapreneurship training program (a full-time week) with R&D researchers of a big French company in energy sector (GDF SUEZ).Firstly, our results underline the qualitative dimension of time: we elaborate a typology of various forms of time which are involved in the three components of intrapreneurial process. Secondly, we observe that, when time is spent for intrapreneurial activities, it is characterized by a singular quality, named availability of mind. Thirdly, we suggest that, even if organizations are able to encourage and sustain innovative activities by several tangibles and intangibles means, actors need to act proactively regarding time resources (grabbed time versus granted time).

Both practice and theory present good reason to believe that collaborative interorganizational relationships have become particularly important for innovation and new product development in industries characterized by rapid technological change and dynamic competition. Even though collaboration across organizational boundaries represents an important change in the way companies innovate and develop new products (services and processes), it appears as if the process and practical steps of such arrangements are scantly explored.   The thesis Dating for Innovation addresses this gap by empirically studying a focal company’s attempts to bring new opportunities into the world through collaborative interorganizational relationships under conditions marked by fluid change. A diverse set of research methods ranging from an insider action research approach to more conventional case study methods were applied to shed light on contingencies that may play a role in influencing the process and practical steps.   The result suggests an explorative logic and process, where the partners make use of interorganizational relationships as a means to explore the knowledge necessary for creating, recognizing, and, eventually, developing future opportunities. Not only interest and continued motivation, but also calculated costs and perceived risks, were thus outcomes of the collaboration rather than prescribed beforehand. Furthermore, the empirical findings suggest that corporate entrepreneurs at lower levels in the organization have a more significant influence than previously assumed. From a general point of view, these results imply that parts of the process can be facilitated, but not all initiatives or activities can be directed. Managers are thus challenged to reflect on how to productively deal with interorganizational innovation activities without adapting a classical linear and/or hierarchical monitoring of interorganizational innovation initiatives. / Diss. (sammanfattning) Stockholm : Handelshögskolan, 2004 [10], iii, [1], 107 s.: sammanfattning, s. 108-265, [6] s.: 5 uppsatser

Submitted by Luciana Ferreira (lucgeral@gmail.com) on 2016-09-30T15:51:45Z No. of bitstreams: 2 Dissertação - Maíra Jéssika Fernandes Silva - 2016.pdf: 1716551 bytes, checksum: d82edc90ee5c578bca1cfdbdc57ddcfa (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Approved for entry into archive by Luciana Ferreira (lucgeral@gmail.com) on 2016-09-30T15:51:57Z (GMT) No. of bitstreams: 2 Dissertação - Maíra Jéssika Fernandes Silva - 2016.pdf: 1716551 bytes, checksum: d82edc90ee5c578bca1cfdbdc57ddcfa (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2016-09-30T15:51:57Z (GMT). No. of bitstreams: 2 Dissertação - Maíra Jéssika Fernandes Silva - 2016.pdf: 1716551 bytes, checksum: d82edc90ee5c578bca1cfdbdc57ddcfa (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2016-04-29 / External Corporate Venturing is one of the dimensions of corporate entrepreneurship, entrepreneurship practiced by existing companies. Through external corporate venturing companies seek survival, consolidation in the market in which they operate, explore new markets and obtain better financial returns. For the practice of external corporate venturing companies can make acquisitions, joint ventures, licensing, mergers and corporate venture capital transactions. This study focused on acquisitions and joint ventures as external corporate venturing practices. The impact of these practices on business performance is still inconclusive, so the aim of this study was to assess the impact of external corporate venturing in the performance of large companies. For this, we used secondary data disclosed by companies in the consumer discretionary sector and non-cyclical listed on the Bolsa de Valores de São Paulo (Bovespa). We analyzed the relevant facts disclosed in Comissão de Valores Mobiliários (CVM) for the collection of data on the ad acquisitions and joint ventures undertaken by those companies during the years 2010-2014, and the financial statements on the Bovespa for the collection financial data for performance measurement. The data were analyzed by regression data into fixed effect and random effect panel. Regression models were estimated with the performance variables return on assets (ROA) and return on equity (ROE). The results indicate that the realization of acquisition and joint venture operations have no statistically significant impact on ROA and ROE of large companies listed on the Bovespa. Although the results are not consistent with some previous studies on the topic, present contributions to the theory and practice, especially regarding the aspect of time that can be decisive in the relationship between acquisitions and joint venture operations and performance. For future studies recommended a bigger time horizon and verification of goals and strategies that companies have to invest in acquisitions and joint venture operations, because if adopted for the purpose of short-term financial returns may not be the most suitable . / O corporate venturing externo é uma das dimensões do empreendedorismo corporativo, o empreendedorismo praticado por empresas já existentes. Por meio do corporate venturing externo as empresas buscam a sobrevivência, consolidação no mercado em que atuam, exploração de novos mercados e obtenção de melhores retornos financeiros. Para a prática do corporate venturing externo as empresas podem realizar operações de aquisições, joint ventures, licenciamentos, fusões e corporate venture capital. Este estudo enfocou as aquisições e joint ventures como práticas de corporate venturing externo. O impacto destas práticas no desempenho das empresas ainda é inconclusivo, assim o objetivo deste estudo foi verificar qual o impacto do corporate venturing externo no desempenho das grandes empresas. Para isso, foram utilizados dados secundários divulgados pelas empresas dos setores de consumo cíclico e não cíclico listadas na Bolsa de Valores de São Paulo (Bovespa). Analisou-se os fatos relevantes divulgados na Comissão de Valores Mobiliários (CVM) para a coleta de dados referentes aos anúncios de aquisições e joint ventures realizados por essas empresas durante os anos de 2010 a 2014, e os demonstrativos contábeis na Bovespa para a coleta de dados financeiros para a mensuração do desempenho. Os dados foram analisados por meio de regressão com dados em painel de efeitos fixos e efeitos aleatórios. Os modelos de regressão foram estimados com as variáveis de desempenho retorno sobre o ativo (ROA) e retorno sobre o patrimônio líquido (ROE). Os resultados indicam que a realizaçao de operações de aquisição e joint ventures não apresentam impactos significativos estatisticamente no ROA e no ROE das grandes empresas listadas na Bovespa. Apesar dos resultados não serem condizentes com alguns estudos realizados anteriormente sobre o tema, apresentam contribuições para a teoria e para a prática, principalmente em relação ao aspecto do tempo que pode ser determinante na relação entre operações de aquisições e joint ventures e desempenho. Para estudos futuros recomenda-se um horizonte temporal maior e a verificação dos objetivos e estratégias que as empresas possuem ao investir em operações de aquisições e joint ventures, pois se forem adotadas com o objetivo de retornos financeiros a curto prazo podem não ser as mais indicadas.

Submitted by Joel de Lima Pereira Castro Junior (joelpcastro@uol.com.br) on 2016-07-25T19:11:02Z No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Approved for entry into archive by Biblioteca de Administração e Ciências Contábeis (bac@ndc.uff.br) on 2016-07-27T19:18:17Z (GMT) No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Made available in DSpace on 2016-07-27T19:18:17Z (GMT). No. of bitstreams: 1 Carla Komora.pdf: 1236257 bytes, checksum: 7847f47ef0ddc8443b0c30f09c4c3d54 (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Universidade Federal Fluminense / Este estudo de caso foi desenvolvido a partir da busca pela identificação do papel que a inovação e o empreendedorismo desempenham na formulação de estratégias em empresas competitivas, especialmente através do intraempreendedorismo, ou empreendedorismo corporativo. Um retrospecto investigando a percepção prática e teórica sobre a inovação e o empreendedorismo e, se são percebidos pelo mercado em geral como possíveis elementos estratégicos do negócio, desde o período pós-fordista até os dias de hoje, permitiu a construção de uma base para, a partir do isomorfismo institucional, traçar a importância e o seu respaldo conceitual. O objetivo foi apontar como a L’Oréal do Brasil, empresa escolhida para o estudo, estimula a inovação junto aos seus funcionários e se essa abordagem pode ser identificada com os conceitos do intraempreendedorismo, apresentados por esta pesquisa, para na sequência buscar indícios do impacto do intraempreendedorismo como diferencial ou vantagem competitiva, como parte da formulação de estratégias ou em seu desempenho no mercado. / This case study was developed from a search to identify the role that innovation and entrepreneurship perform in strategy formulation on competitive companies, specially through intrapreneurship or corporate entrepreneurship. A retrospect, investigating both practical and theoretical perceptions on innovation and entrepreneurship and if they are seen as possible strategic elements for the business, since after the Fordism period to the current contemporary administration, allowed this research to build a theoretical base, starting from institutional isomorphism, to trace its importance and conceptual relevance. The main objective was to point how L’Oréal do Brasil, company chosen for this study, stimulates innovation by their employees and if this approach can be identified with the intrapreneuring concepts that this research was based on, followed by the search of any evidences of the impact of intrapreneuring as a differential or competitive advantage, as part of the strategy formulation process or in its market performance.