Lecture 1
Corporate entrepreneurship: are formal or informal activities aimed at creating new
businesses in established companies through product and process innovations and market
developments. These activities may take place at the corporate, division (business),
functional or project levels, with the unifying objective of improving a company’s competitive
position and financial performance.
Corporate entrepreneurship sets the context for innovation by providing the infrastructure
needed to support and sustain innovation over time.
Corporate Entrepreneurship are formal or informal activities aimed at creating new
businesses in established companies
Corporate Innovation is about the implementation of creative (original, realistic and
valuable) ideas or opportunities in established companies
“Intrapreneurship is about the implementation of innovations in organisations, where the
adaption is initiated and wanted by an employee in a bottom-up way” (Pinchot, 1985; Amo,
2010)
Intrapreneurial employee: Proactive personality, cognitive style, proactive behavior
Lecture 2
Entrepreneurial orientation (EO) → improves financial performance;
strongest on firm growth and profitability → mostly because
innovativeness and proactiveness
The dimensions of EO:
, 1. Innovativeness: reflects a firm’s tendency to engage in and support new ideas and
creative processes
2. Proactiveness: Acting in anticipation of future problems, needs or changes
3. Risk-taking: managers proclivity to engage in risky projects and managers
preferences for bold vs cautious acts to achieve firms objectives (still calculated
risks)
4. Autonomy: The extent to which key-decision makers allow people to bring forth ideas
and carry it through to completion (decision making vs strategic autonomy)
5. Competitive aggressiveness: A firms propensity to directly and intensely challenge
competitors to improve position or outperform competitors.
Strategic entrepreneurship (SE)
1. SE is “a vision-directed, organization-wide reliance on entrepreneurial behavior that
purposefully and continuously rejuvenates the organization and shapes the scope of its
operations through the recognition and exploitation of entrepreneurial opportunity” (Ireland et
al., 2009, p. 21)
2. Three elements: Entrepreneurial strategic vision, pro-entrepreneurial organizational
architecture, entrepreneurial processes and behavior.
Lecture 3
Ambidexterity:
Successful companies are ‘ambidextrous’ and have a good combination of exploitation and
exploration
Exploration of new businesses → more adaptability
Exploitation of existing businesses → more alignment and structure
Ambidextrous organizations: Have a separate branch for the exploration of new businesses
so that this works outside of bureaucracy but still they report to the same CEO and in this
case R&D top manager.
Types of ambidexterity:
1. Structural ambidexterity: structurally exploration and exploitation in the organization
2. Sequential ambidexterity: temporal sequencing of exploitation and exploration
3. Contextual ambidexterity: behavioral capacity to simultaneously demonstrate
alignment and adaptability (google 20% of the time can explore)
Corporate entrepreneurship: are formal or informal activities aimed at creating new
businesses in established companies through product and process innovations and market
developments. These activities may take place at the corporate, division (business),
functional or project levels, with the unifying objective of improving a company’s competitive
position and financial performance.
Corporate entrepreneurship sets the context for innovation by providing the infrastructure
needed to support and sustain innovation over time.
Corporate Entrepreneurship are formal or informal activities aimed at creating new
businesses in established companies
Corporate Innovation is about the implementation of creative (original, realistic and
valuable) ideas or opportunities in established companies
“Intrapreneurship is about the implementation of innovations in organisations, where the
adaption is initiated and wanted by an employee in a bottom-up way” (Pinchot, 1985; Amo,
2010)
Intrapreneurial employee: Proactive personality, cognitive style, proactive behavior
Lecture 2
Entrepreneurial orientation (EO) → improves financial performance;
strongest on firm growth and profitability → mostly because
innovativeness and proactiveness
The dimensions of EO:
, 1. Innovativeness: reflects a firm’s tendency to engage in and support new ideas and
creative processes
2. Proactiveness: Acting in anticipation of future problems, needs or changes
3. Risk-taking: managers proclivity to engage in risky projects and managers
preferences for bold vs cautious acts to achieve firms objectives (still calculated
risks)
4. Autonomy: The extent to which key-decision makers allow people to bring forth ideas
and carry it through to completion (decision making vs strategic autonomy)
5. Competitive aggressiveness: A firms propensity to directly and intensely challenge
competitors to improve position or outperform competitors.
Strategic entrepreneurship (SE)
1. SE is “a vision-directed, organization-wide reliance on entrepreneurial behavior that
purposefully and continuously rejuvenates the organization and shapes the scope of its
operations through the recognition and exploitation of entrepreneurial opportunity” (Ireland et
al., 2009, p. 21)
2. Three elements: Entrepreneurial strategic vision, pro-entrepreneurial organizational
architecture, entrepreneurial processes and behavior.
Lecture 3
Ambidexterity:
Successful companies are ‘ambidextrous’ and have a good combination of exploitation and
exploration
Exploration of new businesses → more adaptability
Exploitation of existing businesses → more alignment and structure
Ambidextrous organizations: Have a separate branch for the exploration of new businesses
so that this works outside of bureaucracy but still they report to the same CEO and in this
case R&D top manager.
Types of ambidexterity:
1. Structural ambidexterity: structurally exploration and exploitation in the organization
2. Sequential ambidexterity: temporal sequencing of exploitation and exploration
3. Contextual ambidexterity: behavioral capacity to simultaneously demonstrate
alignment and adaptability (google 20% of the time can explore)
