Abstract
Major changes in the industrial context have put strong pressures on established firms to increase their capacity for technological innovation through internal entrepreneurship. This paper presents a new model of the strategic process, which allows the conceptualization of strategic management challenges associated with such internal entrepreneurship. An assessment framework and an array of design alternatives are also presented to help top management deal with these new challenges. Major implications for the relationships between individuals and large organizations and for the very nature of the corporation of the future are briefly discussed.
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