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Relevant bibliographies by topics / Corporate entrepreneurship

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Academic literature on the topic 'Corporate entrepreneurship'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 March 2023

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Journal articles on the topic "Corporate entrepreneurship"

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Kuratko, Donald F. "Corporate Entrepreneurship." Foundations and Trends® in Entrepreneurship 3, no. 2 (2006): 151–203. http://dx.doi.org/10.1561/0300000015.

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Rutherford, Matthew W., and Daniel T. Holt. "Corporate entrepreneurship." Journal of Organizational Change Management 20, no. 3 (May 29, 2007): 429–46. http://dx.doi.org/10.1108/09534810710740227.

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Chung, Lai Hong, and Patrick T. Gibbons. "Corporate Entrepreneurship." Group & Organization Management 22, no. 1 (March 1997): 10–30. http://dx.doi.org/10.1177/1059601197221004.

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Thornberry, Neal. "Corporate entrepreneurship:." European Management Journal 19, no. 5 (October 2001): 526–33. http://dx.doi.org/10.1016/s0263-2373(01)00066-4.

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Rodrigues, Leonel Cezar, Emerson Antonio Maccari, and Alexsandro Pereira. "Strategies for fostering corporate entrepreneurship." Revista Ibero-Americana de Estratégia 8, no. 2 (December 23, 2009): 183–205. http://dx.doi.org/10.5585/ijsm.v8i2.1648.

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This paper targets at analyzing and characterizing corporate strategies practiced at Brasilata – Metallic Packing S/A, one of the most innovative and world-wide awarded Brazilian enterprises, to stimulate corporate entrepreneurship. This research used the case study research method. Data were collected from interviews with corporate executives, from studying internal reports and documents, observing processes, norms and specific procedures. Main results show that due to corporate entrepreneurship, Brasilata improved its productivity to 81%. Some 46,000 new ideas have been examined and also 6 patents were granted, which account for 75% of the enterprise annual revenues. Evidences show therefore, that corporate entrepreneurship’s strategies are effective at Brasilata and do create corporate resilience and improve performance bolstering business sustainability.

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Awwad, Mohammad Suleiman, and Abdullah Aref Abu-Karaki. "The Impact of Corporate Entrepreneurship on the Performance of Jordanian Telecom Corporates." Studies in Business and Economics 24, no. 1 (December 2021): 31–60. http://dx.doi.org/10.29117/sbe.2021.0126.

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The Telecom sector in Jordan is highly competitive in a way that affects the performance of firms working in this sector, many solutions were provided to enhance performance, but corporate entrepreneurship as a solution to significantly improve performance still not have fully adopted, that is why this research was carried to highlight the importance of such concept to improve performance. This research was aimed at determining the impact of corporate entrepreneurship dimensions (innovation, risk-taking, proactiveness, competitive aggressiveness, and autonomy) on the performance of Jordanian telecom corporates in Jordan. Data were collected from 39 telecom corporates in Jordan. The questionnaires entail assessing the degree of corporate entrepreneurship in relation to the performance of telecom corporates in Jordan. SmartPLS 2.0 Statistical program was used to conduct descriptive and inferential statistics. The findings of the research indicated that corporate entrepreneurship dimensions (innovation, risk-taking, proactiveness, and competitive aggressiveness) positively affect the performance of Jordanian telecom corporates except for the autonomy dimension.

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Samborski, Adam. "Corporate Governance and Corporate Entrepreneurship." Problemy Zarzadzania 13, no. 56 (December 15, 2015): 207–21. http://dx.doi.org/10.7172/1644-9584.56.13.

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Miles, Morgan P., Linda S. Munilla, and Jenny Darroch. "Sustainable corporate entrepreneurship." International Entrepreneurship and Management Journal 5, no. 1 (February 19, 2008): 65–76. http://dx.doi.org/10.1007/s11365-008-0074-3.

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Kuratko, Donald F., Jeffrey S. Hornsby, and Michael G. Goldsby. "Sustaining Corporate Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (May 2004): 77–89. http://dx.doi.org/10.5367/000000004773863237.

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This paper seeks to develop an exploratory model illustrating the critical elements needed for a sustained corporate entrepreneurship. Specifically, the model integrates and extends previous models that have examined the organizational or individual components of entrepreneurial activity. The proposed model provides additional theoretical foundation emphasizing the importance of perceived implementation/output relationships at both the individual and organizational level. The perceived satisfaction of these relationships provides the basis for whether or not a corporate entrepreneurial activity will be sustained.

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Ramachandran, K., T. P. Devarajan, and Sougata Ray. "Corporate Entrepreneurship: How?" Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 85–97. http://dx.doi.org/10.1177/0256090920060107.

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Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an enabling economic and political ecosystem that does not impede small or large scale redeployment of resources in new ways towards creative, entrepreneurial ends. Companies have a range of options to choose from to achieve this objective. At the one end of this option spectrum is ‘focused entrepreneurship’ wherein specific innovation initiatives are created with the rest of the organization insulated from them. At the other end is a managerial approach that leads to the creation of ‘organizationwide entrepreneurship.’ Entrepreneurship in such organizations is a shared value and drives managerial behaviour in conscious and subconscious ways and creates an entrepreneurial spirit organization-wide. Many mature organizations, unwilling to alter the status quo, tend to create focused initiatives that are mandated to identify and exploit new opportunities. While such focused initiatives may stimulate innovation, the very nature of their design erects barriers between the existing organization and the innovation effort. This makes it difficult for the organizations to access and leverage the existing capability base and to integrate new initiatives back into operational activity. Companies intent on developing and preserving entrepreneurship organization-wide, independent of their stage of growth, create an environment in which those who believe in the attractiveness of opportunities feel encouraged to pursue them. The top managements of such companies will design an organizational context conducive to autonomous generation of entrepreneurial initiatives, provide a sense of overall direction to these initiatives, and ensure that promising ventures receive necessary resources as they move through the uncertain development process wherein: money is neither offered nor seen as a primary motivator entrepreneurial contributions are rewarded with recognition and through provision of opportunities to engage in entrepreneurial activities on a bigger scale failure is considered normal and when failure occurs, the focus is on problem solving and learning from it rather than apportioning blame appropriate processes are used to capture knowledge created in the innovation process and routines developed to enable integration of such knowledge to create organizational rents. The contrast between patterns of focused and organization-wide entrepreneurship runs across every element of the organization starting with its mission and covering strategy, structure, systems, processes, and people skills and attitude. Institutionalizing the elements of entrepreneurship is crucial to building a sustaining competitive organization in today's business environment.

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Dissertations / Theses on the topic "Corporate entrepreneurship"

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Johl, Satirenjit Kaur. "Corporate entrepreneurship and corporate governance : an empirical analysis." Thesis, University of Nottingham, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430642.

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Wikman, Vendela, and Sarah Meyer. "Extern kommunikation av Corporate Entrepreneurship." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-202626.

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Entreprenörskap och innovationskraft har genom begreppet Corporate Entrepreneurship erkänts som en framgångsfaktor för företag. Med utgångspunkt i att Corporate Entrepreneurship är av ökande betydelse utreds här i vilken mån detta återspeglas i företags externa kommunikation. Genom innehållsanalys av VD-brev från 21 svenska teknikföretag över en tioårsperiod har signaler om entreprenöriell orientering fångats. Resultaten har visat att extern kommunikation av Corporate Entrepreneurship, i motsats till vad som förväntats, minskat i omfattning över tidsperioden. Vidare har visats att företagen inom sektorn kommunicerat kring Corporate Entrepreneurship i lika omfattning men att skillnad funnits mellan de företag som satsat mest respektive ingenting på forskning och utveckling. De slutsatser som dragits är att den ökande betydelse som antagits gälla för konceptet Corporate Entrepreneurship inte tycks återspeglas i den externa kommunikationen. Vidare har resultatet om likformighet gett stöd åt den neoinstitutionella teorin. Det har också antytts att det vid mer kraftfull uppdelning med avseende på hur pengar satsats på forskning och utveckling, framträder skillnader i den externa kommunikationen.

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Alzate, David, and Marcell Alzate. "CORPORATE ENTREPRENEURSHIP In Colombian Manufacturing Industry." Thesis, KTH, Affärsutveckling och Entreprenörskap, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-98762.

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Motivated by the environment of their country, Colombia, the co-authors present in this paper a research and analysis about the Manufacturing Industry (MI) and its relation to the growth of the economy in the different sectors of their country. Industrial innovation is key to competitiveness and development of economies; therefore, Corporate Entrepreneurship (CE) is seen by the co-authors as an answer for the Manufacturing Industry in order to keep on bringing value to the society and its related sectors. To have an approach to this CE analysis, theoretical framework used in the research is based in the Four Models of CE presented by Wolcott and Lippitz (Wolcott, 2010). Within the paper, it will be introduced the Opportunist, Enable, Advocate and Producer Model as conceived by them. No surprises were found when looking to the actual state of the companies in the MI, those with more budgets are the ones that invest more in innovation and the small ones are more conservatives in the topic. As part of the response to the research question, the co-authors established the path for the different company types in order for them to have an easy way to build CE.

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Norén, Daniel, Andreas Kallin, and Oskar Bohman. "Corporate Social Entrepreneurship : A Case Study." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26698.

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The tensions between business and society are increasing at the same time as Corporate Social Responsibility is being perceived more as a strategy to improve the image of a company than actually contributing to society. Therefore, it is important that organizations are provided with different ways and approaches in order to increase their societal contribution. The authors of this thesis have investigated the societal contributions made by organizations undertaking entrepreneurial activities. More specifically, this thesis examine how Corporate Social Entrepreneurship (CSE) can provide long-term societal contributions. The thesis consist of an intensive case study on Telge Tillväxt, which is a Corporate Social Entrepreneurial firm started by Telge Group in order to address the social issue of youth unemployment in Södertälje. Telge Tillväxt hire unemployed young adults in order to provide them with work experience and training. The authors conducted qualitative interviews with CEOs, supervisors and trainees at Telge Tillväxt and Telge Group and performed observations during one day at Telge Tillväxt. The study resulted in a proposed model for CSE derived from the empirical findings and entrepreneurship literature. Important contributions are the critical presence of a business and a social dimension that are required to be aligned in order for CSE to successfully provide long-term societal contribution. The underlying factors that affect these dimensions are also presented as well as the values generated through CSE. Additionally, new insights are presented in terms of challenges and opportunities that face a Corporate Social Entrepreneurial organization.

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Atiq, Muhammad. "Sustainable corporate entrepreneurship : insights from Pakistan." Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/365500/.

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Sustainable corporate entrepreneurship (SCE) is the process of taking an opportunity-centred approach to latent and manifest social and/or environmental problems in order to create shared value, i.e. value for the business and society simultaneously. In practice, this means launching green products, conserving the use of natural resources, educating stakeholders, engaging in trust-building activities, greening of the supply chain, showing concern for employees, and producing products in response to unmet societal needs. SCE is an emerging field, which has been mostly studied in the context of individual entrepreneurs and small businesses in developed countries. This research aims to demonstrate the importance of SCE in creating shared value in the context of a developing country. I adopt a social constructionist approach in order to reveal how corporate managers construct their reality regarding what SCE means to them, and how and why they enact this socially constructed reality in their social world. Thus, this study makes a methodological contribution by revealing the social construction of SCE, as social constructionism has not been adopted in previous studies to explore the process of SCE. I explore the process of SCE by drawing on case studies of nine corporations across three sectors of oil marketing, pharmaceuticals, and food and beverages in Pakistan. Empirically, this study draws on 34 semi-structured interviews conducted with the managers of four local companies and subsidiaries of five leading multinational companies operating in Pakistan. This thesis demonstrates important sectoral differences in the SCE approach of each of the sectors analysed, by developing a conceptual map of SCE for each sector, in addition to revealing significant differences in the SCE approach of local and multinational companies. Thus, the study contributes to the existing knowledge on SCE by highlighting the context sensitivity of the process of SCE, which extant research on SCE fails to recognize. Moreover, extant research on SCE only focuses on the outcome of SCE initiatives and neglects the contextual challenges of engaging in the process of SCE. Through this research, I also highlight important contextual challenges faced by the case companies in creating shared value. Thus, this thesis moves the field of SCE forward by empirically operationalizing the concepts of SCE and shared value, identifying sectoral differentials of SCE approach within a developing country and describing the contextual challenges of engaging in SCE practices, which remain un-explored in extant research on sustainable entrepreneurship. Despite the above mentioned contributions to knowledge, the study has its limitations. This thesis relies heavily on interviews of corporate managers who may engage in impression management, i.e. making big claims regarding their company’s involvement in SCE. Secondly, the study is confined to how corporate managers construct their reality regarding the process of SCE. The general public’s views about the SCE initiatives of the case companies were not taken in to consideration. Hence this thesis does not present the entire picture of how SCE is practised by companies and perceived by consumers in Pakistan. Future research could address these limitations by exploring the perceptions of the general public towards the SCE initiatives of the case companies in the current study.

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van, Rensburg Deryck Janse. "Strategic brand venturing as corporate entrepreneurship." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/strategic-brand-venturing-as-corporate-entrepreneurship(ef0f186a-c9fc-4a36-abff-57efff7d9b03).html.

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This dissertation highlights the infrequently discussed role of the entrepreneur as founder of disruptive brands creating new categories often in a stealth-like manner. A recent corporate entrepreneurial response being pursued by Fortune 100 corporations’ renown for their branding prowess is examined in the dissertation called strategic brand venturing. Strategic brand venturing (SBV) is a boundary-spanning activity whereby large firms access disruptive brands and entrepreneurial marketing know-how through equity investments in entrepreneurial brands. Using an abductive logic, eleven practitioner-based dimensions of SBV are iteratively refined through comparisons with intersection literature and venturing literature and theory, to arrive at a conceptual model. In the process, comparisons are also made between technology venturing and brand venturing. This model is empirically tested and refined within and across seven case studies from six subsidiaries of global consumer packaged goods corporations in the United States. The final model borrows from prior venture capital and corporate venture capital models but caters for the exigencies of brands and entrepreneurial founders. The model also acknowledges the role of antecedents and the role of influential exogenous communities such as consumers and retailers. Using a realism philosophical perspective, deeper structures and generative mechanisms are uncovered related to strategic and political context factors. The positive benefits through partnership with brand entrepreneurs, and the potential contribution to heightened corporate entrepreneurship in large firms is highlighted. The dissertation concludes with propositions and suggestions for future research as well as implementation implications for practitioners.

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Thorén, Kent. "Corporate Entrepreneurship as a Business Development Strategy." Doctoral thesis, KTH, Industriell ekonomi och organisation (Inst.), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.

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Previous research has generated a substantial body of knowledge regarding the exploration and exploitation of opportunities, two of the main manifest activities of entrepreneurship. This thesis does not primarily examine any of these activities; instead it investigates an important question regarding what happens between them. It seeks to answer why some of the identified opportunities are selected for exploitation. It does so by building on, and contributing to, a research stream that struggles with the link between the entrepreneurial activity of firms and theory about strategy. One of the main contributions of this thesis is the identification of a number of strategic motive dimensions that are associated with the pursuit of corporate ventures. It also demonstrates how these motives are related to significant venture differences, thereby connecting corporate entrepreneurship to strategy in a means-ends relationship. In other words, it provides insight into how strategy is the why of entrepreneurship, and entrepreneurship is the how of strategies (that involve business development). The analysis was based on quantitative data from 274 venture attempts in 222 firms, belonging to a population of 1737 small- and medium-sized manufacturing firms in Sweden. Target respondents were the CEO:s. The findings indicate that venture selection can be influenced by both offensive and defensive strategic motives. In addition, it turned out that ventures can be of both proactive and reactive nature. Together, these two dimensions describe how the venture relates to the firm’s strategic circumstances. To better understand top managers’ intentions, the two dimensions were complimented with measurements of what the firm tries to affect with the venture, i.e. to which facet of business the venture efforts are directed (economy, competition, or competence development). The three dimensions, identified through factor analysis, were labeled “posture”, “adaptive style”, and “orientation”. Alternative non-strategic motives, as well as items for validity evaluation, were included in the survey for comparison. Combinations of the motive dimensions were then presented as “motive profiles”, for four types of ventures identified through clustering techniques. Furthermore, another important contribution is the examination of Roberts & Berry’s hypothesis: That the extent and direction of business development determine the amount of uncertainty faced during venture execution, which in turn is proposed to influence the probability of a positive outcome. Regarding these issues, the study was able to refine the mixed findings in previous research, through the investigation of larger firm- and venture-level samples. The obtained results imply that the distance between the venture and the current business of the firm, in terms of products and technologies, is unimportant for venture outcome. However, a small negative effect of market uncertainty, in turn related to market development distance, was confirmed.
QC 20100820

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Thorén, Kent. "Corporate entrepreneurship as a business development strategy /." Stockholm Stockholm : Industriell ekonomi och organisation Industrial Economics and Management, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.

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Schmelter, Ralf. "Der Einfluss von Management auf Corporate Entrepreneurship." Wiesbaden Gabler, 2009. http://d-nb.info/993260950/04.

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Jackson, Chad Allan. "Corporate social responsibility training : exploring the antecedents to corporate social entrepreneurship." Diss., Kansas State University, 2014. http://hdl.handle.net/2097/17567.

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Doctor of Philosophy
Department of Educational Leadership
Jeffrey T. Zacharakis
Leaders of organizations are becoming more aware of their company’s potential adverse impact on society and are facing added pressure from stakeholders to find ways to mitigate this impact (Lancey, Cooper, Hayward, & Neuberger, 2010). The field of adult education, through its history in human resource development and social responsibility, can directly influence an organization’s corporate social responsibility strategy and thus its impact on society (Garavan, Heraty, Rock, & Dalton, 2010). This study aims to provide insight into the relationship between socially conscious human resource development training programs and the recommendation of new corporate social responsibility ideas for the organization. Furthermore, as many organizations are increasingly using entrepreneurial approaches to enhance their corporate social responsibility strategies (Austin, Leonard, Reficco, & Wei-Skiller, 2006), this study explores the relationship between entrepreneurial and social organizational antecedents perceived by 152 company managers and the development of new corporate social responsibility ideas for the organization. This research utilizes exploratory factor analysis and multiple regression to analyze the results of an online survey. The results of the analysis indicated that a statistically significant relationship existed between the number of socially conscious human resource development training programs attended and the recommendation of new corporate social responsibility ideas. Additionally, this research indicated that a manager’s perception of the level of social proactiveness in a firm is a significant organizational antecedent that correlates with the recommendation of new corporate social responsibility ideas.

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Books on the topic "Corporate entrepreneurship"

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Engelen, Andreas, Monika Engelen, and Jan-Thomas Bachmann. Corporate Entrepreneurship. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-00646-4.

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Burns, Paul. Corporate Entrepreneurship. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-29259-9.

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Bouchard, Véronique, and Alain Fayolle. Corporate Entrepreneurship. 1 Edition. | New York: Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315747989.

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D, Guth William, and Ginsberg Ari, eds. Corporate entrepreneurship. Chichester: Wiley, 1990.

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Kuckertz, Andreas. Management: Corporate Entrepreneurship. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-13066-4.

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Hang, Min. Media Corporate Entrepreneurship. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-2122-0.

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Elfring, Tom, ed. Corporate Entrepreneurship and Venturing. New York: Springer-Verlag, 2005. http://dx.doi.org/10.1007/b106351.

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A, Zahra Shaker, ed. Corporate entrepreneurship and growth. Cheltenham, UK: Edward Elgar, 2006.

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1957-, Elfring Tom, ed. Corporate entrepreneurship and venturing. New York: Springer, 2004.

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Haid, Dirk. Corporate Entrepreneurship im strategischen Management. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-663-09523-1.

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Book chapters on the topic "Corporate entrepreneurship"

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Fueglistaller, Urs, Christoph Müller, and Thierry Volery. "Corporate Entrepreneurship." In Entrepreneurship, 197–213. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-99416-5_8.

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Fueglistaller, Urs, Christoph Müller, Susan Müller, and Thierry Volery. "Corporate Entrepreneurship." In Entrepreneurship, 389–409. Wiesbaden: Gabler Verlag, 2015. http://dx.doi.org/10.1007/978-3-8349-4770-3_12.

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Fueglistaller, Urs, Christoph Müller, Susan Müller, and Thierry Volery. "Corporate Entrepreneurship." In Entrepreneurship, 437–57. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3715-5_12.

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Müller, Christoph, Urs Fueglistaller, Alexander Fust, Susan Müller, and Thomas Zellweger. "Corporate Entrepreneurship." In Entrepreneurship, 419–45. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26800-8_12.

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Bouchard, Véronique, and Alain Fayolle. "Implementing Corporate Entrepreneurship: Corporate Entrepreneurship Devices." In Corporate Entrepreneurship, 106–18. 1 Edition. | New York: Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315747989-11.

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Merlin-Brogniart, Céline. "Corporate Entrepreneurship." In Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship, 360–66. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-15347-6_223.

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Burns, Paul. "Corporate entrepreneurship." In Entrepreneurship and Small Business, 469–503. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-20848-3_18.

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Merlin-Brogniart, Céline. "Corporate Entrepreneurship." In Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship, 253–59. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-3858-8_223.

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Burns, Paul. "Corporate Entrepreneurship." In Entrepreneurship and Small Business, 493–526. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43034-2_19.

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Glińska-Neweś, Aldona, and Beata Glinka. "Corporate Entrepreneurship." In Corporate Volunteering, Responsibility, and Employee Entrepreneurship, 7–21. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003194750-2.

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Conference papers on the topic "Corporate entrepreneurship"

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Lin, Szu-Ju, Hung-Jung Chang, and Shuee-Ho Philip Chung. "A Study on Corporate Entrepreneurship." In 2012 International Symposium on Computer, Consumer and Control (IS3C). IEEE, 2012. http://dx.doi.org/10.1109/is3c.2012.133.

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Selig, Christoph J., and Guido H. Baltes. "Clarifying the roles in corporate entrepreneurship." In 2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2017. http://dx.doi.org/10.1109/ice.2017.8279976.

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Serai, Majid Hussain, Satirenjit Kaur Johl, and Maran Marimuthu. "Conceptual framework of sustainable corporate entrepreneurship." In 2015 International Symposium on Technology Management and Emerging Technologies (ISTMET). IEEE, 2015. http://dx.doi.org/10.1109/istmet.2015.7359073.

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Davidavičienė, Vida, and Sigitas Davidavičius. "CORPORATE SOCIAL ENTREPRENEURSHIP: CONCEPT DEVELOPMENT TRENDS." In 12th International Scientific Conference „Business and Management 2022“. Vilnius Gediminas Technical University, 2022. http://dx.doi.org/10.3846/bm.2022.879.

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CSE (Corporate Social Entrepreneurship) as a concept is relatively new, and the question is rising: to what extent academic research and practices are interested and involved by society. The EMBRACE team emphasized this concept in 2020 but still not much used and presented in the scientific community and practitioners. This study aims to analyze and evaluate the extent of interest in the CSE concept itself and to identify scientific research trends for the future. A lot of academic attention has been paid to corporate social responsibility. However, CSE as a new and innova-tive approach to business models must be explored in the context of recent scientific and economic environments. Sci-entific literature review, analysis, synthesis, and generalization were employed in parallel with systematic publications analysis using VOSviewer. The main contribution of the research is a broadened conceptualization of CSE, allowing a richer understanding of research needs.

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Fakhrudtdinov, Artyom. "Corporate Social Responsibility in Regional and International Entrepreneurship." In Regional Innovation & Entrepreneurship Conference. Saxion, 2016. http://dx.doi.org/10.14261/postit/ef4989e2-2f5f-4e6b-b91d7cfebe91755d.

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Feng, Xiaohui. "Incentive-Based Corporate Governance Led by Entrepreneurship." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997977.

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Selig, Christoph J., and Guido H. Baltes. "Strengthening Organizational Ambidexterity through Corporate Entrepreneurship Activities." In 2020 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2020. http://dx.doi.org/10.1109/ice/itmc49519.2020.9198426.

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Miao, Qing, and Xiao Nuo Zheng. "Innovation Dilemma: Endowment Effect of Corporate Entrepreneurship." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302052.

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Heinzelmann, Nicolai, Roland Ortt, and Guido H. Baltes. "Why Companies Have Multiple Corporate Entrepreneurship Units." In 2022 IEEE 28th International Conference on Engineering, Technology and Innovation (ICE/ITMC) & 31st International Association For Management of Technology (IAMOT) Joint Conference. IEEE, 2022. http://dx.doi.org/10.1109/ice/itmc-iamot55089.2022.10033142.

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"Corporate Social Responsibility Dimensions and Sustainable Entrepreneurship." In European Conference on Innovation and Entrepreneurship 2021. Academic Conferences International Ltd, 2021. http://dx.doi.org/10.34190/eie.21.126.

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Reports on the topic "Corporate entrepreneurship"

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Djankov, Simeon, Tim Ganser, Caralee McLiesh, Rita Ramalho, and Andrei Shleifer. The Effect of Corporate Taxes on Investment and Entrepreneurship. Cambridge, MA: National Bureau of Economic Research, January 2008. http://dx.doi.org/10.3386/w13756.

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