Corporate entrepreneurship (CE) has contributed to the rapid growth of emerging-market fi rms (EMFs),is how EMFs build and develop organizational capabilities to achieve CE transformation, considering the volatile institutional environment in which they operate, as a way to catch up with their global competitors. This underexamined research question is hence the focus of our study.In the present study, we investigate CE through a stage model that involves initiation, development, and implementation (Russell, 1999;Zaitman, Duncan, & Holbek, 1973). The stage model of CE not only allows us to investigate CE activities in a dynamic manner, but also helps us assess how unique organizational capabilities affect CE activities at different stages. To better understand the CE process of EMFs, we adopt a case study approach (Eisenhardt, 1989;Yin, 1984) and examine the CE transformation processes of two Chinese automobile companies. Researchers (Elsbach & Kramer, 2003) suggest that qualitative research designs such as case studies are appropriate for studying dynamic processes and