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Journal articles on the topic 'Corporate entrepreneurship'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Suhartanto, Eko. "The forms, Drivers, and Impacts of Corporate Entrepreneurship in Business Organizations." Indonesian Business Review 8, no. 1 (2025): 16. https://doi.org/10.21632/ibr.8.1.16-26.

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This literature review analyzes entrepreneurship and corporate entrepreneurship, focusing on their roles in economic development and organizational transformation. Entrepreneurship is categorized into the effects of entrepreneurial activities, the causes driving entrepreneurship, and the processes involved. Corporate entrepreneurship, defined as entrepreneurial activities within established firms, aims to tackle challenges from dynamic external factors like technological changes and competition. Corporate entrepreneurship manifests through corporate venturing and strategic entrepreneurship, le

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2

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 (2007): 429–46. http://dx.doi.org/10.1108/09534810710740227.

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4

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

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

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6

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 (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 t

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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 (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 p

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8

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

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9

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

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10

Kuratko, Donald F., Jeffrey S. Hornsby, and Michael G. Goldsby. "Sustaining Corporate Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (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 activit

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Ramachandran, K., T. P. Devarajan, and Sougata Ray. "Corporate Entrepreneurship: How?" Vikalpa: The Journal for Decision Makers 31, no. 1 (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 e

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12

Stopford, John M., and Charles W. F. Baden-Fuller. "Creating corporate entrepreneurship." Strategic Management Journal 15, no. 7 (1994): 521–36. http://dx.doi.org/10.1002/smj.4250150703.

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13

Larsson, Anthony. "The seven dimensions of Skunk Works: a new approach and what makes it unique." Journal of Research in Marketing and Entrepreneurship 21, no. 1 (2019): 37–54. http://dx.doi.org/10.1108/jrme-09-2017-0038.

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Purpose This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works. Design/methodology/approach This is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate. Findings This study shows how Skunk Works differs from other forms of collective/

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14

Singh Bisht, Anurag. "Firm Readiness for Corporate Entrepreneurship." International Journal of Science and Research (IJSR) 12, no. 4 (2023): 296–97. http://dx.doi.org/10.21275/sr23404220618.

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15

Taylor, Bernard. "From corporate governance to corporate entrepreneurship." Journal of Change Management 2, no. 2 (2001): 128–47. http://dx.doi.org/10.1080/714042492.

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16

Boukamcha, Fayçal. "The effect of transformational leadership on corporate entrepreneurship in Tunisian SMEs." Leadership & Organization Development Journal 40, no. 3 (2019): 286–304. http://dx.doi.org/10.1108/lodj-07-2018-0262.

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Purpose The purpose of this paper is to investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized enterprises (SMEs). It has been argued that transformational leadership is a multidimensional construct which is composed of intellectual stimulation, idealized influence, inspirational motivation and individual consideration. Corporate entrepreneurship is also a multidimensional construct composed of new business venturing, innovativeness, self-renewal and proactiveness. Hence, it has been hypothesized that transformational

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17

D'Angelo, Stefano, Antonio Ghezzi, Angelo Cavallo, Andrea Rangone, and Maria Gatti. "Tapping into Digital Technologies in Corporate Entrepreneurship: an Exploratory Multiple Case Study." European Conference on Innovation and Entrepreneurship 18, no. 1 (2023): 217–24. http://dx.doi.org/10.34190/ecie.18.1.1770.

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Digital technologies can enable entrepreneurial processes and outcomes. However, current implications for scholars and practitioners on how to exploit the emerging digital technologies for entrepreneurship in the corporate context, i.e., corporate entrepreneurship, remain unclear. This issue is even more relevant today where the growing pervasiveness of digital technologies finds increasing applicability in corporate entrepreneurship activities. This present study contributes to the academic debate on corporate entrepreneurship in the digital era by offering an exploratory multiple case study

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18

Yamini Modi, Dr Pragya Jaroliya, Dr Deepak Jaroliya,. "A Study on Linkage between Corporate Social Entrepreneurship and Brand Building." Psychology and Education Journal 58, no. 2 (2021): 5591–98. http://dx.doi.org/10.17762/pae.v58i2.2978.

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Nowadays Corporates are more focused on practicing social entrepreneurship and hence have diverted their business goals towards exercising Corporate Social Entrepreneurship (CSE), derived from the wider concept of Corporate Social Responsibility (CSR), as a strategy to address social problems majorly like Poverty, Unemployment, etc. in a way that maximizes performance and improves the overall stakeholder wellbeing. To achieve their high-minded goals, the corporates might partner with government or philanthropic entities, fund specific programs and work on either the local or global level. Such

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YIM-TEO, TIEN HUA, and CHRISTIAN JANG TAO CHAO. "EMBODYING CORPORATE ENTREPRENEURSHIP IN STRATEGIC ORIENTATION FOR TECHNOLOGY FIRMS." International Journal of Innovation and Technology Management 01, no. 02 (2004): 185–204. http://dx.doi.org/10.1142/s0219877004000167.

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The study of entrepreneurial activities and behavior in corporations is considered important as it is viewed as a means for sustained corporate competitiveness. This challenge is particularly crucial for technology firms which face dynamic competition due to rapid technological changes. This highlights the need to adopt a suitable strategic orientation which embraces entrepreneurship. However, there appears to be a fragmented understanding as to what constitutes corporate entrepreneurship. This paper therefore attempts to provide clarity to the definition of corporate entrepreneurship by first

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20

Van Wyk, R., and M. Adonisi. "Antecedents of corporate entrepreneurship." South African Journal of Business Management 43, no. 3 (2012): 65–78. http://dx.doi.org/10.4102/sajbm.v43i3.475.

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Businesses should strive to identify and nurture internal organisational factors that cultivate a dynamic entrepreneurial culture. This paper scrutinizes the contribution of the internal organisational factors, measured by market orientation, flexibility and job satisfaction, to intrapreneurship, as measured by the Corporate Entrepreneurship Assessment Instrument (CEAI). Information from a sample of 333 managers explores the relationships of corporate entrepreneurship with different work variables by means of Product-Moment Correlation, Multiple Regression Analyses and Structural Equation Mode

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21

Toledano, Nuria, David Urbano, and Marc Bernadich. "Networks and corporate entrepreneurship." Journal of Organizational Change Management 23, no. 4 (2010): 396–412. http://dx.doi.org/10.1108/09534811011055395.

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22

Bau, Frank, and Kerstin Wagner. "Measuring corporate entrepreneurship culture." International Journal of Entrepreneurship and Small Business 25, no. 2 (2015): 231. http://dx.doi.org/10.1504/ijesb.2015.069287.

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23

Ireland, R. Duane, Jeffrey G. Covin, and Donald F. Kuratko. "Conceptualizing Corporate Entrepreneurship Strategy." Entrepreneurship Theory and Practice 33, no. 1 (2009): 19–46. http://dx.doi.org/10.1111/j.1540-6520.2008.00279.x.

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24

Klein, Peter G. "Entrepreneurship and corporate governance." Quarterly Journal of Austrian Economics 2, no. 2 (1999): 19–42. http://dx.doi.org/10.1007/s12113-999-1010-2.

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25

Nyanga, Takupiwa. "Impediments to Corporate Entrepreneurship." Ushus Journal of Business Management 19, no. 1 (2020): 1–14. http://dx.doi.org/10.12725/ujbm.50.1.

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Corporate entrepreneurship plays a critical role in organizational systems. The study explored the challenges faced by corporate entrepreneurs in developing economies. The qualitative study revealed that corporate entrepreneurship in small and large corporations encounters impediments that hinder the generation of new ideas and lead to stagnation. The major impediments are corporate culture, unavailability of material and financial resources, fear of the unknown, incompetent employees, unavailability of corporate entrepreneurship legislation and policies, lack of goodwill and support from mana

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26

Rieple, Alison, and Shailendra Vyakarnam. "Corporate Entrepreneurship: A Review." Journal of Entrepreneurship 3, no. 1 (1994): 1–20. http://dx.doi.org/10.1177/097135579400300101.

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27

Gautam, Vinayshil, and Vinnie Verma. "Corporate Entrepreneurship: Changing Perspectives." Journal of Entrepreneurship 6, no. 2 (1997): 233–44. http://dx.doi.org/10.1177/097135579700600207.

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Byrne, Janice, and Alain Fayolle. "Corporate Entrepreneurship Training Evaluation." Industry and Higher Education 23, no. 3 (2009): 163–74. http://dx.doi.org/10.5367/000000009788640242.

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This paper looks at corporate entrepreneurship (CE) training and proposes some insights for its evaluation. The literature review begins by outlining what corporate entrepreneurship entails and the rationale for a firm adopting a more entrepreneurial posture. Subsequently, organizational devices for encouraging corporate entrepreneurship are explored, with a particular focus on the practice of training. Assessing the effect of training programmes leads to the question of how the programmes, especially CE programmes, can be effectively evaluated. An evaluative framework for CE training initiati

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Elia, Gianluca, Xiaoyang Li, Alessandro Margherita, and Claudio Petti. "Human-oriented corporate entrepreneurship." European Business Review 29, no. 4 (2017): 386–401. http://dx.doi.org/10.1108/ebr-12-2015-0169.

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Purpose The generation of new ventures within established companies, also known as corporate entrepreneurship (CE), is a process influenced by a set of individual and organizational factors. This paper aims to focus on creativity and human resource management enablers of CE, with the purpose to define an integrative framework and draw a set of related research propositions. Design/methodology/approach The paper relies on a multidisciplinary literature review in the fields of CE, creativity and organizational innovation. Findings The effectiveness of CE depends on a set of individual factors, d

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30

Annisa, Salma, Ratih Purbasari, and Margo Purnomo. "State of The Art of Corporate Entrepreneurship on State Owned Entreprises: A Bibliometrics Study." Business Innovation and Entrepreneurship Journal 4, no. 2 (2022): 155–64. http://dx.doi.org/10.35899/biej.v4i2.364.

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Organizations today have been faced with a variety of dynamic environmental changes. The sustainability and sustainability of the organization can be threatened if the organization is unwilling to formulate innovations as part of a strategy to adapt. One of the determinants of the internal environment to adopt innovation is a concept called corporate entrepreneurship strategy. Corporate entrepreneurship is a fundamental element in organizational and economic development. Although many researchers have provided evidence that corporate entrepreneurship improves organizational performance, these

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Atiq, Muhammad, and Mine Karatas-Ozkan. "Sustainable Corporate Entrepreneurship from a Strategic Corporate Social Responsibility Perspective." International Journal of Entrepreneurship and Innovation 14, no. 1 (2013): 5–14. http://dx.doi.org/10.5367/ijei.2013.0102.

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This paper explores the process of sustainable entrepreneurship from the perspective of strategic corporate social responsibility (CSR). Drawing on insights from entrepreneurship studies that focus on opportunity creation and enactment, along with the extant literature on CSR, the authors propose a conceptual framework for sustainable entrepreneurship that combines an entrepreneurial approach with sustainability. The authors suggest that sustainability should be embedded in the business operations of companies and that sustainable business practices should be driven by an entrepreneurial appro

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THORGREN, SARA, JOAKIM WINCENT, and DANIEL ÖRTQVIST. "A CAUSE–EFFECT STUDY OF INTER-FIRM NETWORKING AND CORPORATE ENTREPRENEURSHIP: INITIAL EVIDENCE OF SELF-ENFORCING SPIRALS." Journal of Developmental Entrepreneurship 14, no. 04 (2009): 355–73. http://dx.doi.org/10.1142/s1084946709001363.

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Participating in inter-firm networks has become increasingly popular to enhance corporate entrepreneurship. Trust, relationship diversity and knowledge transfer are considered some of the prominent cornerstones of well-functioning networks. Using longitudinal survey data covering a population of 41 firms operating in two SME networks, we examine cause–effect relationships between interorganizational trust, relationship diversity and knowledge transfer, and corporate entrepreneurship among networking firms. We found a causal influence of knowledge transfer and relational diversity on corporate

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Liu, Yueyue, Meng Xi, Feifei Li, and Xiulin Geng. "Linking CEO relationship-focused leadership and corporate entrepreneurship: a multilevel moderated mediation model." Chinese Management Studies 15, no. 4 (2021): 940–58. http://dx.doi.org/10.1108/cms-08-2020-0353.

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Purpose Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty. Design/methodology/approach Using

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Bakytgul, Tundikbayeva, Marwa Ahmed, and Yevgeniya Kim. "Corporate Entrepreneurship and Organizational Performance: The Moderating Role of Organizational Engagement." Annals of Contemporary Developments in Management & HR 1, no. 1 (2019): 39–45. http://dx.doi.org/10.33166/acdmhr.2019.01.005.

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The aim of the present paper is to shed light on the concept of corporate entrepreneurship. The authors have attempted to highlight the different conceptualizations and explanations from renowned scholars in the domain of entrepreneurship pertaining to the corporate entrepreneurship and how it can result in worthy outcomes for businesses. Therein, the paper has reviewed and presented notable model explaining the predictors and consequences of corporate entrepreneurship. Specifically, the paper has attempted to work on linking corporate entrepreneurship with organizational performance. Through

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Shin, Bo Young, and Keun Tae Cho. "The Evolutionary Model of Corporate Entrepreneurship: A Case Study of Samsung Creative-Lab." Sustainability 12, no. 21 (2020): 9042. http://dx.doi.org/10.3390/su12219042.

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Despite international interest in corporate entrepreneurship research, relevant knowledge has not been systematically accumulated. Even in practice, the discussions of corporate entrepreneurship revolve around the appropriate level necessary and the preferred method of action. This paper proposes an evolutionary model that outlines corporate entrepreneurship overall in terms of an organization’s entrepreneurial activities. For the research objective, this paper includes in-depth case studies on Samsung’s Creative Lab. The Creative-Lab of Samsung has been actively implementing corporate venture

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Zhao, Wu, Wei Liu, and Yun Chen. "Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China." Sustainability 11, no. 19 (2019): 5275. http://dx.doi.org/10.3390/su11195275.

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Although the research of corporate entrepreneurship has continued to advance, few studies investigate corporate entrepreneurial activities within existing organizations in emerging market firms based on a case study approach. Building on a case study of PHNIX, a Chinese manufacturing firm, we draw on the literature on corporate entrepreneurship to develop a framework for understanding the occurrence, development and management of corporate entrepreneurial activities in organizational settings, and present a typology of some of the strategies that can be used in the process of corporate entrepr

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Chang, Yi-Ying, Che-Yuan Chang, and Chung-Wen Chen. "Transformational leadership and corporate entrepreneurship." Leadership & Organization Development Journal 38, no. 6 (2017): 812–33. http://dx.doi.org/10.1108/lodj-10-2015-0219.

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Purpose The purpose of this paper is to examine how transformational leadership may relate to corporate entrepreneurship by adopting a multilevel approach. The authors also theorized and tested the top-down and bottom-up intermediate process linking transformational leadership and corporate entrepreneurship. Design/methodology/approach Multisource data across different timeframes were collected from 129 managers and 244 employees from 55 units of 27 firms. Findings The results showed that transformational leadership and corporate entrepreneurship were positively related at the unit level. Furt

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Erić-Nielsen, Jelena, Jelena Nikolić, and Nikola Bošković. "Theoretical foundation of corporate entrepreneurship." Bizinfo Blace 14, no. 2 (2023): 95–103. http://dx.doi.org/10.5937/bizinfo2302095e.

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Corporate entrepreneurship represents a systematic entrepreneurial initiative aiming to revitalize the organization internally through the creation of new business within the existing one, but also the transformation and revitalization of the organization through core values redefinition. The research object is to address and reduce significant research gap regarding definitional and conceptual challenges in distinguishing corporate and independent entrepreneurship. Contemporary studies in the domain of entrepreneurship are evolving towards the analysis of corporate and independent entrepreneu

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Ziyae, Babak, and Hossein Sadeghi. "Exploring the relationship between corporate entrepreneurship and firm performance: the mediating effect of strategic entrepreneurship." Baltic Journal of Management 16, no. 1 (2020): 113–33. http://dx.doi.org/10.1108/bjm-04-2020-0124.

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PurposeStrategic entrepreneurship rejuvenates firms to achieve a competitive advantage in current markets. It is effective in forming corporate entrepreneurship and involves the simultaneous opportunity-seeking and advantage-seeking behaviors of firms. The aim of this paper is to investigate the mediating effect of strategic entrepreneurship in the relationship between corporate entrepreneurship and firm performance through the resource-based view.Design/methodology/approachAdopting a quantitative research method and structural equation modeling technique, structural models were developed to t

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40

Sasanti Munir, Ningky. "Corporate parenting and corporate entrepreneurship in media company." International Journal of Financial, Accounting, and Management 3, no. 1 (2021): 15–26. http://dx.doi.org/10.35912/ijfam.v3i1.425.

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Purpose; The study aimed to understand how the multi-business company creates value through a combined effort of Corporate Parenting (CP) and Corporate Entrepreneurship (CE). The parenting-fit matrix was used to describe CP, while CE four model was used to describe CE. Research methodology: This study is qualitative applied research using a case study approach conducted on a multi-business media company. Data was obtained primarily through interviews with senior executives representing the holding company and 18 subsidiaries. Questionnaires were also distributed to executives to develop a pare

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Samei, Hossein, and Alireza Feyzbakhsh. "A Framework of Successor Competencies to Promote Corporate Entrepreneurship in Family Firms." Journal of Enterprising Culture 23, no. 03 (2015): 321–55. http://dx.doi.org/10.1142/s0218495815500119.

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Corporate entrepreneurship has been shown to have a positive effect on the long-term growth of family firms. Out of a variety of factors affecting the promotion of corporate entrepreneurship in successive generations of a family firm, the successor as the future leader of the firm plays a critical role. Therefore, identification of competencies enabling a successor to develop corporate entrepreneurship in a family firm can be useful. In this research 17 successor competencies have been identified by studying five Iranian family firms which have been successful in transferring entrepreneurship

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KEARNEY, CLAUDINE, ROBERT D. HISRICH, and FRANK W. ROCHE. "CHANGE MANAGEMENT THROUGH ENTREPRENEURSHIP IN PUBLIC SECTOR ENTERPRISES." Journal of Developmental Entrepreneurship 15, no. 04 (2010): 415–37. http://dx.doi.org/10.1142/s1084946710001646.

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Corporate entrepreneurship has been of interest to academics, business leaders and government officials over the past four decades, particularly in terms of enhancing organizational performance. Although the understanding of corporate entrepreneurship continues to develop, the research usually focuses on private sector business activity. The research to date has not provided a consensus on the nature of public sector corporate entrepreneurship. Even though in recent years the topic has appeared in the public administration literature with increasing frequency, public sector corporate entrepren

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Lalit, Mohan. "A STRATEGIC AND STRUCTURAL PERSPECTIVE IN CORPORATE ENTREPRENEURSHIP." International Journal of Human Resource & Industrial Research 3, no. 2 (2016): 88–93. https://doi.org/10.5281/zenodo.10699795.

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Corporate Entrepreneurship has been recognized as a potentially viable means for promoting and sustaining organizational  performance,  renewal and  corporate competitiveness over  the  past three decades.   The entrepreneurial activities help companies to develop new businesses that create revenue streams.  Corporate Entrepreneurship activities also enhance a company"s success by promoting product and process innovations.  Corporate Entrepreneurship is embodying risk taking, pro-activeness and radical product innovations.   These Corporat

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Hernowo, Arif, Margo Purnomo, and Erna Maulina. "Systematic Mapping Study: Corporate Entrepreneur in Family Firm." IJEBD (International Journal of Entrepreneurship and Business Development) 5, no. 1 (2022): 147–54. http://dx.doi.org/10.29138/ijebd.v5i1.1639.

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Purpose: In the growth of family companies, corporate entrepreneurship is very important for the sustainability of family companies that are managed across generations. Sustainability of family companies is more successful in implementing corporate entrepreneurship than other companies. Therefore, researchers study the influence of families on corporate entrepreneurship. This study examines why some families are better at encouraging corporate entrepreneurship in their companies than others. Design/methodology/approach: The method used in this study uses a qualitative method using a stud

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Nadhiva, Meliniarta, Margo Purnomo, and Ratih Purbasari. "Corporate Entrepreneurship Strategy Initiative at Gojek Indonesia." ITQAN: Journal of Islamic Economics, Management, and Finance 3, no. 2 (2024): 80–87. http://dx.doi.org/10.57053/itqan.v3i2.47.

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Corporate entrepreneurship becomes an innovation and creativity in solving problems and finding opportunities to improve business processes and enhance organizational performance. This study aims to explore successful corporate entrepreneurship initiatives at Gojek Indonesia to enhance competitiveness and provide added value to Gojek users and partners. This study uses a qualitative method with a literature review to identify, evaluate, and interpret all relevant sources. The results show that an innovative organizational culture, visionary leadership, and adequate resource availability suppor

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TOKSÖZ, Seray. "CORPORATE ENTREPRENEURSHIP IN PUBLIC ORGANISATIONS." Journal of Social Sciences 37, no. 37 (2019): 222–38. http://dx.doi.org/10.16990/sobider.4979.

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Hind, Colene, and Renier Steyn. "Corporate entrepreneurship - Distilling the concept." Southern African Journal of Entrepreneurship and Small Business Management 7, no. 1 (2015): 69. http://dx.doi.org/10.4102/sajesbm.v7i1.7.

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<p><strong>Background:</strong> Corporate entrepreneurship (CE) is credited for many positive organisational outcomes, including systemic growth and increased revenue. Several terms associated with CE, including strategic renewal, corporate venturing and intrapreneurship are frequently used interchangeably and often confuse scholars, researchers and practitioners. The lack of clarity about the exact meaning of these terms is detrimental to the synergy in the current body of knowledge and the development of models involving these concepts. Objective: The aim of this paper was

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48

Jones, Oswald. "Manufacturing regeneration through corporate entrepreneurship." International Journal of Operations & Production Management 25, no. 5 (2005): 491–511. http://dx.doi.org/10.1108/01443570510593166.

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Lober, Douglas J. "Pollution prevention as corporate entrepreneurship." Journal of Organizational Change Management 11, no. 1 (1998): 26–37. http://dx.doi.org/10.1108/09534819810369554.

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Agrawal, Anirudh, and Sreevas Sahasranamam. "Corporate social entrepreneurship in India." South Asian Journal of Global Business Research 5, no. 2 (2016): 214–33. http://dx.doi.org/10.1108/sajgbr-12-2014-0098.

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Abstract:

Purpose – The purpose of this paper is to analyze how corporations create social and economic value through corporate social entrepreneurial activities. Design/methodology/approach – This paper employs a multiple case study approach. The selected cases cover companies that have a clear corporate social enterprise model in operation and address different prevailing social problems. Findings – This study reveals that corporate social entrepreneurship (CSE) is driven by the environmental dynamics, organizational antecedents, and organizational outcomes. In addition, the authors found that CSE pro

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