Corporate Entrepreneurship
By Donald F. Kuratko, Kelley School of Business, Indiana University, USA, dkuratko@indiana.edu
Abstract
Knowledge accumulation on the topic of corporate entrepreneurship has been occurring at a rapid rate, and many of the elements essential to constructing a theoretically grounded understanding of corporate entrepreneurship can be readily identified from the extant literature. This paper examines the corporate entrepreneurship process and illustrates the various aspects that research has been examining over the last two decades. It reviews the empirical and conceptual research that substantiates the many components of the model and describes a corporate entrepreneurship strategy that is depicted through the model.
Corporate Entrepreneurship
Corporate Entrepreneurship provides a thorough review of the literature on this topic and presents a model based on this literature. Corporate entrepreneurship (CE) is increasingly being recognized as a legitimate path to high levels of organizational performance. CE has been promoted in organizations for many reasons including as a growth strategy, to increase profitability, for strategic renewal, innovation, international success, and to develop competitive advantage. Despite the potential positive effects of CE, the theoretical and empirical knowledge about CE and the entrepreneurial behavior on which it is based require greater attention. While there is a broadly held belief in the need for and value of entrepreneurial action on the part of established organizations, much remains to be revealed about how CE strategy is enacted in organizational settings. Corporate Entrepreneurship presents a model of CE based on the extant literature and research. It reviews the empirical and conceptual research that substantiates the many components of the model and describes a corporate entrepreneurship strategy based on that model.
