Corporate entrepreneurship refers to efforts by corporations to generate new business through internal ventures. [1] It was previously seen as an oxymoron given large firms' reputations for bureaucracy over creativity. [2] However, interest in corporate entrepreneurship is growing as corporations seek to boost innovation and success through new ventures while developing employees' entrepreneurial abilities. [3] While offering benefits, corporate entrepreneurship also poses risks such as strategic misalignment and competitive advantage erosion that companies must manage by nurturing an environment where entrepreneurship and management coexist.
Corporate entrepreneurship refers to efforts by corporations to generate new business through internal ventures. [1] It was previously seen as an oxymoron given large firms' reputations for bureaucracy over creativity. [2] However, interest in corporate entrepreneurship is growing as corporations seek to boost innovation and success through new ventures while developing employees' entrepreneurial abilities. [3] While offering benefits, corporate entrepreneurship also poses risks such as strategic misalignment and competitive advantage erosion that companies must manage by nurturing an environment where entrepreneurship and management coexist.
Corporate entrepreneurship refers to efforts by corporations to generate new business through internal ventures. [1] It was previously seen as an oxymoron given large firms' reputations for bureaucracy over creativity. [2] However, interest in corporate entrepreneurship is growing as corporations seek to boost innovation and success through new ventures while developing employees' entrepreneurial abilities. [3] While offering benefits, corporate entrepreneurship also poses risks such as strategic misalignment and competitive advantage erosion that companies must manage by nurturing an environment where entrepreneurship and management coexist.
Corporate Entrepreneurship, which refers to the efforts of corporations to generate new business, has, until recently, received far less attention. Indeed, to those who view large firms as bureaucratic and inhospitable to creativity and innovation, the term corporate entrepreneurship is an oxymoron.
The 1950s and 1960s image of the corporate executive in the conservative gray flannel suit, was replaced in the 1980s and 1990s as an overly compensated short-term thinker, unwilling to innovate and take risks. And at the beginning of the twenty-first century, the word corporate followed by the word entrepreneurship conjured up dark images of greedy corporate executives who would find creative and innovative ways, whether legal or not, to line their pockets with millions of rupees at the expense of shareholders, employees and the public at large. However, with the passage of time, things have changed drastically.
We can now see trends of a growing interest in the use of corporate entrepreneurship by corporations to enhance the innovative abilities of their employees and, at the same time, increase corporate success through the creation of new corporate ventures. In certain conditions, corporate managers have to take more risk and have to venture into entrepreneurial activities. Certain studies show that many corporations struggle to manage the inherent contradictions of corporate entrepreneurship, due to tensions between the notions of individual initiative on the one hand and conventional corporate management on the other. While corporate entrepreneurship offers a number of merits and is at times a strategic necessity, it also throws up a number of issues, the most important being the risk of strategic misalignment and the risk of competitive advantage erosion. Success of these ventures, therefore, depends on the organizations ability to nurture an environment conducive to a peaceful co-existence of entrepreneurship and traditional management.
Surinder Pal Singh Professional Speaker I Executive Coach I Corporate Trainer +91-9873901021 I spsmail2000@gmail.com