The Evolutionary Model of Corporate Entrepreneurship: A Case Study of Samsung Creative-Lab

Shin, Bo Young; Cho, Keun Tae

doi:10.3390/su12219042

Cited by 7 publications

(13 citation statements)

References 60 publications

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“…at 3 M and P&G (Miles and Covin 2002 ), Skandia AB and Ericsson (Covin and Miles 2007 ), Google (Wolcott and Lippitz 2007 ), a selection of leading design firms (Andriopoulos and Lewis 2009 ), or at Tencent and Alibaba (Du and Chen 2018 ). For instance, a recent single case study of Samsung Creative-Lab and a subsequent multiple case study of the program’s ventures illustrate contextual-ambidextrous CV with exploration and exploitation conducted by employees, resulting in independent spin-offs that diversified the overall business portfolio of Samsung and thus potentially contributed to its strategic renewal and competitive advantage through a structured CV setup (Shin and Cho 2020 ).…”

Section: Results: Toward An Integrated Framework Of CV For Oa As a Dcmentioning

confidence: 99%

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Weiss

Kanbach

2021

Manag Rev Q

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In times of changing business environments, firms must constantly renew their competitive advantage by establishing dynamic capabilities. While often attempting to employ this in corporate venturing activities, they face the challenge of simultaneously exploring new and exploiting existing business opportunities. Examining possible approaches to mastering this feat of ‘organizational ambidexterity’ reveals an extensive but scattered picture. To better integrate this effort by assessing how corporate venturing is linked with organizational ambidexterity in the literature and identifying possible organizational setups, this systematic literature review builds on a sample of 172 studies. Based on different dimensions of dynamic capabilities, the analysis indicates that corporate venturing may take a solely explorative or an exploitative role, or balance both, to directly enable organizational ambidexterity, following a ‘trade-off’, respectively ‘paradox’, school of thought. As a result, this paper identifies four different setups of corporate venturing in an integrated framework, based on the ability and approach to enabling organizational ambidexterity. Here, the synthesis in the proposed framework of the studies examined allows differentiating between not directly ambidextrous separated or integrated corporate venturing and directly ambidextrous contextual or interlinked corporate venturing. As a novel contribution to the fields of strategic management, organizational change and corporate entrepreneurship, this integrated perspective suggests an often overlooked, potentially more strategic role for corporate venturing in the strategic renewal of a firm’s competitive advantage, thus building the basis for further empirical research on strategic corporate venturing approaches for organizational ambidexterity and their application in practice.

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Section: Results: Toward An Integrated Framework Of CV For Oa As a Dcmentioning

confidence: 99%

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Weiss

Kanbach

2021

Manag Rev Q

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“…Similarly, organizational culture can influence characteristics of entrepreneurship as well as organizational performance (Karinda & Maski, 2016). Especially for the large sized firms the organizational culture might be a more potential area of concern as prior studies indicated negative role of organizational culture in the process of CE for large sized firms (Shin & Cho, 2020). Hence the hypothesis on the moderating role of organizational culture in the relationship between corporate entrepreneurship and POP.…”

Section: Risk-takingmentioning

confidence: 94%

“…Although there is a lack of evidence for the relationship between entrepreneurship and company's performance (Zahra, Jennings & Kuratko, 1999), and most of the studies on CE are based on the western scenario. In fact, recent research work is still rising concerns towards quantitative work in the domain of corporate entrepreneurship (Shin & Cho, 2020), similarly there is also a demand of research work on CE from the western side e.g., Entebang (2010); Entebang Harrison and Run (2010a) requirement became more vivid for large corporations as some of the studies indicated corporate culture might become major hindrance for CE in large corporations (Shin & Cho, 2020). Hence, it is valid to conduct studies on the effect of corporate entrepreneurship on firms concerning the eastern part of the world (Kuratko, Hronby & Covin, 2014).…”

Section: Problem Statementmentioning

confidence: 99%

“…Additionally, Umrani et al (2018) marked organizational culture as one of the major moderating variables between corporate entrepreneurship and business performance. This consideration became more crucial when other studies emphasized on negative role of large bureaucratic structure in the process of CE in large scale firms (Shin & Cho, 2020). Therefore, organizational culture has been used as a moderating variable in this study as without moderating variables the research investigation may not gauge the real relationship (Umrani et al 2018).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Perceived Impact of Corporate Entrepreneurship on Operational Performance: Evidence from Municipal Organizations

Sultan¹,

Asim

Shaikh

2020

JISR-MSSE

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Corporate Entrepreneurship (CE) is the form of entrepreneurship which has been experienced by firms for almost the past five decades, but there is a lack of empirical studies on this contemporary concept relating to Pakistan. A few studies have been conducted on CE in private sector organizations however it pertains to a unique significance in the public sector domain which has its own importance in economy and growth. Previous research has also indicated a dearth of CE studies relating to public limited companies in eastern countries. Therefore, the major purpose of this study is to check the impact of Corporate Entrepreneurship in municipal organizations of Karachi, Pakistan. Besides, this study has also incorporated a moderating variable, Organizational Culture, in an attempt to devise a robust model relationship. Nevertheless, due to the limitations of data collection from government employees, especially from municipal corporations, the study has adopted the quota sampling technique and a sample of one hundred respondents was selected. The data was analyzed through SMART-PLS software and results highlighted that the changing organizational dynamics require Corporate Entrepreneurship to be adopted by municipal organizations and it has transpired as a dominant element for the growth and performance of firms.

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“…Актуальність та практична цінність досліджень у сфері корпоративного підприємництва підтверджується багатьма прикладами успішних бізнес-організацій, які завдяки застосуванню інструментів корпоративного підприємництва змогли досягти ряду фінансових та стратегічних цілей. Серед них китайська виробнича бізнес-організація PHNIX [4], корейська Samsung Electronics [5], німецька Degussa [6], американські Qualcomm [7], General Electric, Intel [8] та ін.…”

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Corporate entrepreneurship: state, organizational design, problems and development prospects

Ligonenko¹,

Mysyliuk²

2021

Ekon. prognozuvannâ

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The article is devoted to the exploration of relevant issues of the development of corporate entrepreneurship organizational design in Ukrainian organizations. The implementation of corporate entrepreneurship organizational design provides acceleration of internal innovation process, increase of its effectiveness, identification and intensification of new opportunities for growth and creation of new businesses. The implementation of structures, definition of their functions, and description of the processes and formal relationships, which may encourage potential corporate entrepreneurs to generate and commercialize internal innovative initiatives, are becoming extremely relevant for Ukrainian business environment. A research map and questionnaire were developed in order to conduct the empirical investigation of existing design practices for corporate entrepreneurship in Ukrainian organizations, and a survey was compiled through questionnaires with the use of Google forms. The results of the research revealed that Ukrainian organizations implement structures, processes, systems and norms, which stimulate corporate entrepreneurs, and initiate internal innovative projects. At the same time, design practices for corporate entrepreneurship in Ukrainian organizations are characterized by a lack of integrity. This blocks quick development of innovations by internal venturing teams and their transformation into a value for business. Potential corporate entrepreneurs often leave the organization to start their own businesses because of the absence of internal organizational conditions for realizing their innovative ideas. The consequence of this situation is the emergence of a powerful ambitious competitor, thus, the strategic competitive position of the organization may suffer. The practical value of the research is to obtain empirical data about the state of implementation of the corporate entrepreneurship system in Ukrainian organizations and explore the parameters of its organizational design, such as: quality of internal organizational climate and human resources for the implementation of the corporate entrepreneurship process, development and implementation of corporate entrepreneurship programs, mechanisms for financing internal entrepreneurial initiatives of employees, legal support of corporate entrepreneurship, incentives and rewards for internal entrepreneurial behavior, and information distribution models and organizational forms of corporate entrepreneurship. The research results can serve as an information base for the formulation of recommendations for implementation of integral and effective organizational design aimed at retention and development of corporate entrepreneurs, and realization of their internal entrepreneurial initiatives in organizational context.

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The Evolutionary Model of Corporate Entrepreneurship: A Case Study of Samsung Creative-Lab

Cited by 7 publications

References 60 publications

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Perceived Impact of Corporate Entrepreneurship on Operational Performance: Evidence from Municipal Organizations

Corporate entrepreneurship: state, organizational design, problems and development prospects

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