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Chapter13CorporateEntrepreneurshipandInnovationCompetitivenessChapter3InternalEnvironmentChapter2ExternalEnvironmentTheStrategicManagementProcessStrategicIntentStrategicMissionStrategicCompetitivenessAboveAverageReturnsFeedbackStrategyFormulationChapter4Business-LevelStrategyChapter5CompetitiveDynamicsChapter6Corporate-LevelStrategyChapter8InternationalStrategyChapter9CooperativeStrategiesChapter7Acquisitions&RestructuringStrategyImplementationChapter10CorporateGovernanceChapter11Structure&ControlChapter12StrategicLeadershipChapter13Entrepreneurship&InnovationStrategicInputsStrategicActionsStrategicOutcomesDefiningEntrepreneurshipFirm’scapabilitiestodevelopnewgoodsorservicesandmanagetheinnovationprocessCorporateEntrepreneurshipCreatingordevelopinganewproductorprocessideaInventionCreatingacommercializableproductfrominventionInnovationAdoptionofinnovationbyapopulationofsimilarfirmsImitationSuccessfulEntrepreneurshipThekeytosuccesswithentrepreneurshipandinnovationismovingfromtheinventionofideastoeffectivecommercializationandacceptanceinthemarketplaceTimelyDifficultforcompetitorstoimitateCommerciallyexploitablewithpresentcapabilitiesInnovationandCompetitiveAdvantageCompetitiveAdvantageProvidessignificantvaluetocustomersFosteringEntrepreneurialInnovationInternalCorporateVenturing Threeapproaches:CooperatingtoProduceInnovation AcquiringInnovativeCapability Createit!Co-optit!Buyit!InternalCorporateVenturingCorporate
Intrapreneurshipcanoccuraseitherabottom-upprocessorasatop-downprocessAutonomousstrategicbehaviorisabottom-upprocessthroughwhichProductChampionspursuenewproductideastocommercializationProductChampionsareindividualswhohaveanentrepreneurialvisionforanewproductandseeksupportforitscommercializationInternalCorporateVenturingInducedstrategicbehaviorisatop-downprocessinwhichthecurrentstrategyandstructurefosterproductinnovationsthatarecloselyassociatedwiththecurrentstrategyEnvironmentaluncertaintymakesdevelopingentrepreneurshipstrategyhighlycomplexRequiresadecisiononwhichcorporateresourcestodeployfornewtechnologydevelopmentandwhichinnovativeideastobringtomarketStructuralContextInducedStrategicBehaviorModelofInternalCorporateVenturingConceptofCorporateStrategyAutonomousStrategicBehaviorStrategicContextValueAppropriationfromInnovationBarrierstoIntegrationDifferentTimeInterpersonalDifferentGoalFormalityofOrientationOrientationOrientationStructureFacilitatorsofIntegrationSharedValuesLeaders’VisionEffectiveBudgetAllocationCommunicationAppropriatingValuefromInnovationCross-FunctionalIntegration/DesignTeamsTimetoMarketProductQualityCreationofCustomerValueCooperatingtoProduceInnovationStrategicalliancescanhelptofosterinnovationbycombiningtheknowledgeandresourcesoftwoormorepartnersFirmsmustfocusonbuildingknowledge,identifyingcorecompetenciesanddevelopingstronghumanresourcestomanagetheseprojectsFirmscanalsogiveawaytheircorecompetenciesbyoutsourcingtoalliancepartnersratherthandevelopingtheirowncapabilitiesovertimeAcquiringInnovativeCapabilityManyfirmsnowuseacquisitionsofotherfirmsasasubstitutefordevelopinginnovationsinternallyThiscanreduceriskandlowercostlyR&DinvestmentsThedrawbackisthatfirmscaneventuallylosetheirabilitytogenerateinnovationsinternallySmallFirmsandInnovationSmallfirmscreatedmostofthenewjobsintheU.S.inthe1990sandthiswillcontinueinthe21stcenturyWhilelargefirmsaccountforover80%oftheworld’sR&Dspending,individualsorsmallfirmsaregrantedmorethanhalfofU.S.patentsManysmal
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