Corporate entrepreneurship: Current research and future directions

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Abstract

In this paper, we suggest future research on the processes and knowledge-based resources in corporate entrepreneurship (CE), argue for the need to appreciate the heterogeneity of CE in relation to new contexts, and suggest appropriate strategies for such contexts. First, we highlight the key contributions of the papers in this special issue, with a particular focus on how they provide insights into structural and process contingencies, the role of management at multiple levels, and organizational and managerial capabilities. We then discuss the limits to the applicability of theories developed in other contexts to CE. Finally, we suggest some future research, with particular emphasis on the corporate governance mechanisms that foster CE and the requisite managerial roles and skills in instigating and supporting entrepreneurial activities at different levels of the organization.

Section snippets

Executive summary

A longstanding literature has highlighted significant challenges and shortcomings in the corporate entrepreneurship (CE) activities of firms. Previous reviews have emphasized the need for further research on the processes and knowledge-based resources involved in CE, as well as the heterogeneous nature of CE. The scope of CE is also becoming wider as organizations, not previously recognized as entrepreneurial, need to become so in order to survive and succeed in increasingly competitive and

Reflections on the nature of corporate entrepreneurship

Corporate entrepreneurship (CE) refers to the process of organizational renewal and relates to two distinct but related phenomena (Guth and Ginsberg, 1990). First is innovation and corporate venturing (CV) activities. Narayanan et al. (2009) state that CV focuses on the various steps and processes associated with creating new businesses and integrating them into the firm's overall business portfolio. In Sharma and Chrisman's (1999) hierarchy of CE, CV can be divided into internal and external

Contributions of this special issue

The papers presented in this special issue are summarized in Table 1.

Discussions, future research and conclusion

Dess et al. (2003) suggest there is an important need for future research to show how firms develop effective structures and processes that spur CE. The contributions of this volume point to some obvious avenues for further research. In Table 2 we summarize a number of areas for future research. While not meant to be exhaustive, it illustrates the possible range of questions that one might ask. Answers to these questions, in our opinion, not only adds to the empirical canon but also suggests

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