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Corporate Entrepreneurship (CE) has now evolved into an imperative innovation practice of established companies. Despite organizational design models for CE activities and companies' frequent initiation of new activities, effectively managing them remains a challenging endeavor which results in disappointment about the outcomes of CE and its early termination. We assume specific types of goals for CE as one element of this unresolved management issue. While both practice and literature address goals in different contexts, no uniform picture has emerged so far. Although goals are commonly used to categorize CE activities, they seldomly seem to be the core subject of investigation. Based on this preliminary analysis and consolidation, we put the goals of CE in focus. In a systematic literature review, we reveal aspects of goals to unmask the different types of goals and their underlying dimensions and characteristics. Our review contributes to a better understanding of goals by (1) organizing relevant literature on goals of CE in a specific classification process, (2) describing dimensions and attributes for a systematic classification of CE goals; and (3) providing a framework showing differences of goals for the CE context. We conclude with a discussion and hints for future research paths.
As organizations struggle to cope with digital transformation in
an innovation environment, partnerships between startups and established
companies have become increasingly important. Building upon years of
practical experience and empirical research, we present advantages,
obstacles, and the keys to successful corporate-startup collaboration.
In today's volatile world, established companies must be capable of optimizing their core business with incremental innovations while simultaneously developing discontinuous innovations to maintain their long-term competitiveness. Balancing both is a major challenge for companies, since different types of innovation require different organizational structures, operational modes and management styles. Established companies tend to excel in improving their current business through incremental innovations which are closely related to their current knowledge base and competencies. However, this often goes hand in hand with challenges in the exploration of knowledge that is new to the company and that is essential for the development of discontinuous innovations. In this respect, the concept of corporate entrepreneurship is recognized as a way to strengthen the exploration of new knowledge and to support the development of discontinuous innovation. For managing corporate entrepreneurship more effectively, it is crucial to understand which types of knowledge can be created through corporate entrepreneurship and which organizational designs are more suited to gain certain types of knowledge. To answer these questions, this study analyzed 23 semi-structured interviews conducted with established companies that are running such entrepreneurial activities. The results show (1) that three general types of knowledge can be explored through corporate entrepreneurship and (2) that some organizational designs are more suited to explore certain knowledge types than others are.
Corporate entrepreneurship (CE) is experiencing continuously increasing interest from scholars and practitioners. One reason for this seems to be rooted in the organizational structures of established companies, which are cumbersome for implementing organizational agility and for developing radical innovations. In view of the advancing digitalization, however, exactly this is required in order to be successful in the long-term. CE is a promising managerial tool that offers a wide range of options to pursue the creation of new businesses and to support the companies' transformation in order to adapt to changes in the environment. Even though CE offers a broad range of opportunities, the effective management is a challenge. One reason for this is the ambiguity when it comes to the differences between the various CE forms and the objectives that can be achieved by those. This study, which is based on 13 in-depth interviews from eight high-tech companies, contributes to a better understanding of CE by offering a first harmonized set of CE objectives that is suitable to compare and differentiate across the different forms. In addition to that, three CE types, offering a new perspective on how to differentiate CE forms, are identified and give implications for a more effective management.
The organizational capability to adapt to the fast and radical changes of market parameters becomes a prerequisite for companies’ long-term survival. In this context, organizational ambidexterity has gained much attention in research and practice. It is the capability to develop new businesses (exploration) while simultaneously optimizing the existing core businesses (exploitation). Established companies face several challenges in achieving this capability, as the underlying learning modes of exploration and exploitation are mutually incompatible. One way to solve these challenges is to separate the exploration-oriented part from the core organization. Corporate venturing has been widely recognized as one tool to create these dual structures to develop new businesses, based on discontinuous innovation. In recent times, new corporate venturing forms emerge in practice. This growing number of different forms has led to new applications of corporate venturing which go beyond the pure development of new businesses, toward supporting the entrepreneurial transformation of companies. This study aims at answering how different corporate venturing forms contribute to the strategic renewal of established companies. For this purpose, qualitative research methods are used to analyze data from 17 interviews conducted in two German high-tech companies. The study at hand provides empirical evidence in the field of corporate venturing by uncovering new insights about the different transformational effects of corporate venturing initiatives on the core organization. It further reveals that corporate venturing forms can be classified into two categories according to their respective level of entrepreneurship and frequency of execution. Both categories exhibit different transformational effects and can be understood as being complementary to each other.
Corporate entrepreneurship (CE) supports the strategic renewal of established companies. Corporate venturing represents one key concept of CE that supports companies to strengthen their innovation capabilities. For the successful implementation of corporate ventures dual structures are recommended. The question, how the interface should be designed, plays a crucial role. Although it seems to be an important factor, this aspect requires further attention. One relevant element of the interface design are the different roles of the individuals that are interacting within the interface. This study is based on nine interviews that are representing six internal corporate ventures within one large German corporate from the ICT sector. The results that were mirrored with short case studies of 25 additional companies of the data sample, contribute to a better understanding of the interface design by adding insights about roles in corporate entrepreneurship. This deeper understanding about roles allows to draw conclusions on the interface design from a structural point of view.