Corporate Entrepreneurship: An Introduction and Research Review

Abstract

In today’s hyper-competitive global economy corporate entrepreneurship (CE) has increasingly been recognized as a legitimate path to high levels of organizational performance (Garvin, 2004; Garvin & Levesque, 2006; Morris et al., 2008). Researchers have continually cited corporate entrepreneurship’s important potential as a growth strategy (Antoncic & Hisrich, 2001; Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Stopford & Baden-Fuller, 1994; Zahra, 1991; Zahra & Covin, 1995; Zahra et al., 1999). The understanding of corporate entrepreneurship as a valid and effective area of research has real and tangible benefits for emerging scholars, as their work will have significant impact on an important strategy. As an example, Dess, Lumpkin, and McGee (1999) noted that, “Virtually all organizations—new start-ups, major corporations, and alliances among global partners—are striving to exploit product-market opportunities through innovative and proactive behavior”—the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “… entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing organizational environments that cultivate employees’ interest in and commitment to innovation contribute to successful competition in today’s global economy. Ireland, Kuratko, and Morris (2006a, 2006b) pointed out that to simultaneously develop and nurture today’s and tomorrow’s competitive advantages, advantages that are grounded in innovation, firms increasingly rely on “corporate entrepreneurship.”