The Nexus of Corporate Entrepreneurship and Radical Innovation

Abstract

This paper explores the linkage between the entrepreneurial orientation of established firms and the development of radical innovation. Through five case studies in firms involved in radical innovation, three propositions are developed, suggesting that proactiveness, risktaking and autonomy stimulate the development of radical innovation, whereas competitive aggressiveness does not necessarily do so, as radical innovations are directed towards the creation of entirely new arenas of business, where existing competitors are not present.

Entrepreneurial Orientation and Performance of Nigerian Banks: The Mediating Effect of Teamwork

“…Innovation could be product-market innovation or technological innovation. Innovation could also be making strategic renewals or improvements to existing products, processes, or systems (Lassen, Gertsen, & Riis, 2006). According to Schumpeter, innovative acts result in new products, markets, processes, sources of raw materials, and organizations (Kuratko, 2009;Lassen et al, 2006).…”

“…Innovation could also be making strategic renewals or improvements to existing products, processes, or systems (Lassen, Gertsen, & Riis, 2006). According to Schumpeter, innovative acts result in new products, markets, processes, sources of raw materials, and organizations (Kuratko, 2009;Lassen et al, 2006). b) Risk-taking: It is the willingness and readiness to commit resources (own or borrowed) to pursue identified market opportunities that have a reasonable possibility of losses.…”

Creativity and Innovation: Basic Concepts and Approaches

“…Corporate entrepreneurship facilitates the introduction of changes and innovation in organizations. Therefore, some scholars have suggested a considerable overlap between organizational innovation and corporate entrepreneurship (Lassen, Gertsen, & Riis, 2006). …”

Understanding Innovation for Sustainability within the Australian Building Industry: An Evolutionary Social Learning Model

“…The individual factors include being open to new ideas and sustaining them (Ross 1974), the role of tacit knowledge (Howells 2002), how peoples' roles, positions, and self-definitions affect their responses (Considine & Lewis 2007), the freedom and readiness to take risks (Lassen, Gertsen & Riis 2006), and whether strong leadership does or does not foster innovation (Benn, Dunphy & Griffi ths 2006). Group factors include active group learning (London & Sessa 2007), cooperation (Alves et al 2007), and collaboration (Kaltoft et al 2006;Middel, Boer & Fisscher 2006).…”