Abstract
In spite of a growing body of knowledge on the importance of innovation and change, firms still experience great difficulties in being continuously entrepreneurial. This article addresses reasons for such difficulties. Building on a conceptual discussion, the article first identifies seemingly opposing forces found at the core of corporate entrepreneurship. These forces are in the article described in terms of 'creative destruction' and 'controlled adaptation'. Both forces are identified as being essential to successful corporate entrepreneurship, but set very different agendas, which can be expected to give rise to tension. Next, a case study of a Danish high-tech SME is introduced in order to identify patterns of practices which are potentially supportive of the creation of balance between the seemingly opposing forces. Based on this, the article introduces a framework for discussion of the two forces and the consequences of how they are approached managerially.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
