Abstract
This conceptual study describes an approach to corporate entrepreneurship using an outsider perspective – learning to think like an outsider. Three propositions using this perspective are examined in the context of offensive and defensive corporate entrepreneurship. The impact of market conditions on entrepreneurship are used as a basis for developing these propositions. Finally, we investigate the factors that have a significant impact on the success of entrepreneurial efforts by the firm. These variables include: processes, values, resources, organizational structure, corporate culture, and leadership. We use examples of how mature corporations have responded, with particular attention to the changes confronted by Research In Motion (RIM).
Highlights
In today’s global environment, innovation is generally viewed as a way for corporations to survive (Kuratko and Audretsch, 2013)
The article concluded that Parker Hannifin, “let a maverick engineering boss unleash his own brand of Silicon Valley startup culture” (Forbes, 2015, p. 85)
Is something necessary for a mature corporation to arrive at new ways of thinking? Could corporate entrepreneurship occur and succeed if fires are purposefully set? Would the difficulties of manufacturing a fictitious crisis depend on whether the firm has a stable or hostile market environment? These may be interesting ideas to pursue in another research study
Summary
In today’s global environment, innovation is generally viewed as a way for corporations to survive (Kuratko and Audretsch, 2013). We argue in support of the premise put forward by Zahra (1991) and Gaw and Lui (2004) that both offensive and defensive corporate entrepreneurship will occur if the mature firm chooses to challenge its established processes, values, and resources by giving entrepreneurial teams the freedom and flexibility needed to innovate. Is something necessary for a mature corporation to arrive at new ways of thinking? Could corporate entrepreneurship occur and succeed if fires (emergencies) are purposefully set? Would the difficulties of manufacturing a fictitious crisis depend on whether the firm has a stable or hostile market environment? These may be interesting ideas to pursue in another research study (cf. Kuratko et al, 2014)
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