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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.
Times of high dynamic and growing new knowledge demand for entrepreneurial education and university engagement. Higher education institutions (HEIs) have established intensive knowledge and resources about entrepreneurial education and relating activities and formats over the last years. As smaller companies (SMEs) are increasingly experimenting with entrepreneurship, they seem to struggle with setting up entrepreneurial activities within their established corporate strategy and innovation structures. It is beneficial for them to collaborate with higher education institutions to minimize the risk and uncertainty associated with implementing entrepreneurship education (EE) and catch up with larger corporates. Further, research lacks a systematic characterization of EE activities in those companies and classification of collaboration formats. Therefore, this study uses qualitative research methods to analyze data from interviews conducted with two German SMEs. Our study contributes to a better understanding of EE in SME and respective HEI collaborations by (1) characterizing EE in SME and SME-HEI collaboration based on attributes and collaboration types defined by their locus of collaboration and intensity of knowledge inflow and (2) identifying differences among EE in SME and HEI. We provide implications to practice—corporate and university EE initiatives—for a more effective design and implementation of EE in SMEs and the SME-HEI collaborations themselves.
Strategic renewal and the development of new types of innovation pose special challenges to established small and medium-sized companies. The paper at hand aims at answering the questions what the underlying mechanism of these challenges are and which approaches might help to properly counteracting them. This case study investigates the strategic renewal process and its corresponding interventions in a high-tech SME company during a four-year period. We analyse the findings in relation to existing frameworks for dynamic capabilities and strategic learning and provide new recommendations for practice and future research.
