<p>           The global financial crisis of 2008-2009 that the world economy is passing through has a major effect on the automotive industry in particular. The impact of the international financial market crisis on the automotive industry is dramatic.  The global unit sales of cars has decreased by approximately 5%, the biggest drop in nearly 30 years, and a significant sharp drop in demand in the volume in all market. Daimler AG with no exception along with all the big players in the automotive sector is faced with critical strategic dilemmas to deal with the current automotive crisis resulting from the global financial crisis.</p><p>The main purpose of this thesis is to study Daimler AG Company entrepreneurial activities and practices that can help establishing Corporate Entrepreneurship in the organization. It aims to identify the models used by Daimler for maintaining or even creating the corporate entrepreneurship. It will be concentrating of certain aspects of CE mainly related to leadership, culture, structure, and strategy of Daimler AG. We also aim to understand if Corporate Entrepreneurship is a solution for Daimler AG to survive in this automotive crisis.</p><p>Qualitative method is used in our study in order to evaluate and test our research questions. Qualitative method in this research will aim to collect both primary data through semi-structured interview, and secondary data related with Daimler and corporate entrepreneurship which is obtained through Daimler website and relevant reports, academic journals, university database, books and relevant websites.</p><p>Therefore, is corporate entrepreneurship (CE) a solution for the automotive crisis? We conclude that Daimler is applying a strategy based on creating a high entrepreneurial environment within their organization. The current performance measures show that Daimler is improving and in a better situation than many other automotive manufacturers.  However, we believe that corporate entrepreneurship (CE) by itself is insufficient for MNCs like Daimler to survive the current crisis. Nonetheless, CE is a crucial supporting factor that is needed for an organization to survive in an extreme business environment, where constant innovation and further development is always needed to sustain future growth. </p>

The global financial crisis of 2008-2009 that the world economy is passing through has a major effect on the automotive industry in particular. The impact of the international financial market crisis on the automotive industry is dramatic.  The global unit sales of cars has decreased by approximately 5%, the biggest drop in nearly 30 years, and a significant sharp drop in demand in the volume in all market. Daimler AG with no exception along with all the big players in the automotive sector is faced with critical strategic dilemmas to deal with the current automotive crisis resulting from the global financial crisis. The main purpose of this thesis is to study Daimler AG Company entrepreneurial activities and practices that can help establishing Corporate Entrepreneurship in the organization. It aims to identify the models used by Daimler for maintaining or even creating the corporate entrepreneurship. It will be concentrating of certain aspects of CE mainly related to leadership, culture, structure, and strategy of Daimler AG. We also aim to understand if Corporate Entrepreneurship is a solution for Daimler AG to survive in this automotive crisis. Qualitative method is used in our study in order to evaluate and test our research questions. Qualitative method in this research will aim to collect both primary data through semi-structured interview, and secondary data related with Daimler and corporate entrepreneurship which is obtained through Daimler website and relevant reports, academic journals, university database, books and relevant websites. Therefore, is corporate entrepreneurship (CE) a solution for the automotive crisis? We conclude that Daimler is applying a strategy based on creating a high entrepreneurial environment within their organization. The current performance measures show that Daimler is improving and in a better situation than many other automotive manufacturers.  However, we believe that corporate entrepreneurship (CE) by itself is insufficient for MNCs like Daimler to survive the current crisis. Nonetheless, CE is a crucial supporting factor that is needed for an organization to survive in an extreme business environment, where constant innovation and further development is always needed to sustain future growth.

Entrepreneurial Orientation (EO) is a widely researched construct of corporate entrepreneurship. Despite long-standing research on EO, past studies on this construct have been unable to resolve issues related to its measurement. Innovation Intensity (II) is also a dynamic construct of corporate entrepreneurship but has received relatively less empirical attention. Previous research has reported an absence of an empirically validated quantitative scale of innovation, particularly innovation intensity. This research has addressed these gaps by proposing a refinement and validation of the Entrepreneurial Orientation scale and the development of an Innovation Intensity scale. The research proposes an Entrepreneurial Transformational Model (ETM) positing that EO impacts II. A predominantly quantitative research strategy supported by qualitative inputs, is employed to obtain empirical data from 404 corporate firms in Oman, drawing from a list of corporate firms registered with the Oman Chamber of Commerce and Industry. A mix of questionnaire survey and semi-structured interviews was conducted with senior managers from firms representing various industries of the Omani corporate sector. Utilising exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modelling (SEM), a two-stage data analysis approach was adopted. Measurement and structural models were developed for EO and II measures, while a complete SEM model was developed to test the causal relationship between EO and II. The results indicate that EO is a second-order construct consisting of five first-order factors, namely ready to innovate, competitive aggressiveness, autonomy, risk taking and proactiveness, which are its reflective components. Similarly, II is a second-order construct consisting of two first-order factors, namely degree and frequency of incremental and radical innovation, which are its reflective components. The II scale developed through this study allows corporate firms to assess their innovation intensity on a two-dimensional four-celled grid with varying levels of degree and frequency of innovation. Finally, EO is found to influence II and the entire relationship is posited as Entrepreneurial Transformation Model. This study, by addressing the empirical irregularities, has brought clarity to the measurement of EO and II constructs and is an original contribution to the advancement of theoretical knowledge and improvement in professional practice.