Corporate entrepreneurship and innovation part 2: a role‐ and process‐based approach

Abstract

Purpose-To extend the discussion held in part 1, and develop a two-tier fifth-generation model of corporate entrepreneurship and innovation. Design/methodology/approach-The components that have been synthesized from a review of the literature in Part 1 are extended using evidence from the literature. These components are used to construct a two-tier model of corporate entrepreneurship and innovation; a macro model which presents the high-level environmental drivers of innovation and a micro model that discusses the contextual factors that underpin the corporate entrepreneurship and innovation process. Findings-From the analysis conducted in part 1 it is evident that there is a strong relationship between the role of the corporate entrepreneur and the innovation process. It is suggested that by separating the corporate entrepreneur from the innovation process previous models have been overly reductionist in their construction, and their utility has, as a consequence, been severely constrained. The study therefore combines the role and activities of the entrepreneur with the innovation process into a unified framework. In doing so the paper develops a two-tier fifth-generation model of corporate entrepreneurship and innovation. The final sections of the paper present the model's implications for management and suggestions for further research. Originality/value-This paper fulfils an identified gap in the literature, namely the development of a new holistic model of corporate entrepreneurship and innovation, which illustrates the environmental and contextual relationships between the corporate entrepreneur and the innovation process.

Corporate Entrepreneurship: a presença das dimensões da cultura nacional na cultura comercial do Grupo Algar

“…A breve história do Grupo Algar revela uma trajetória marcada pela inovação, no sentido atribuído por autores (OJASALO, 2008;SHAW;O'LOUGHLIN;McFADZEAN, 2005) que discutem a concepção de inovação de forma mais ampla do que a criação de algo nunca antes inventado. Ao longo de mais de cinquenta anos, o Grupo Algar, considerando a empresa que o originou, expandiu seu mercado para além das fronteiras locais, lançou novos produtos no mercado e, especialmente, uma nova forma de organização, ou como o próprio grupo denomina, um modelo de gestão que se tornou referência nacional.…”

“…A estreita relação entre Corporate Entrepreneurship e o processo de inovação foi evidenciada em vários estudos (SHAW; O'LOUGHLIN; McFADZEAN, 2005) que confirmam sua definição como o esforço de promover a inovação em um ambiente incerto, sinalizando para os benefícios organizacionais que podem ser alcançados na gestão dos processos de inovação. A cultura empreendedora define-se, então, pela sua capacidade de inovar constantemente (JASSAWALLA;SASHITTAL, 2002).…”

“…A literatura sobre inovação apresenta diversas conotações para o termo: tanto pode referirse aos resultados obtidos de um processo inovador ou ao próprio processo (DRUCKER, 2005). Inovar implica, essencialmente, em novidade, seja relacionada a novos produtos, novos processos, novos métodos, novos serviços, novos mercados, novas fontes de suprimentos e, até mesmo, novas formas de organizar (OJASALO, 2008;SHAW;O'LOUGHLIN;McFADZEAN, 2005).…”

The role of brand image in cosmetics industry

“…Very few models explicitly focus on the processing of information within CE, which is referred to as "environmental scanning". The micro model of entrepreneurship and innovation (Shaw, O'Loughlin and McFadzean 2005), however refers to those environmental factors in more detail, as described below.…”

Girişimcilik ve İnovasyon Arasındaki İlişki: Bir Dinamik Panel Veri Analizi

“…With this view, the some of the cornerstone models developed can be mentioned as Brazeal and Herbert (1999), Zhao (2005), McFadzean et al (2005) and Shaw et al (2005). Apart from these models, other models developed are Morris and Kuratko (2002), De Klerk and Kruger (2003) and Bygrave (2004) although these models did not cover the entrepreneurship and innovation relationship comprehensively.…”