Corporate Entrepreneurship Intrapreneurship QAA 1

Objective:

• Reflect on the value and importance of corporate entrepreneurship
• Understand the four streams of corporate entrepreneurship
• Analyse how barriers to corporate entrepreneurship can be overcome in practice

Overview

• The session starts with slides which instruct the learner on the learning outcomes of the session and the core knowledge required (Slide 2)
• Why is corporate entrepreneurship important (Slide 3)
• Corporate Entrepreneurship four streams of thought (Slide 4)
• Corporate Venturing and introduction of disruptive technologies (Slide 5-8)
• Introduction to case study (Slide 9 - Case Study: iPinYou  Slide 10 - Question to think about when watching the video
• Play the case study video (Slide 11 https://www.youtube.com/watch?v=TLdNAmZ33zE&index=10
• Structural Barriers to Corporate Entrepreneurship & Discussion (Slide 12)
• References (Slide 13)

Session Material:

• Slides Link: including ipin
• https://www.youtube.com/watch?v=TLdNAmZ33zE
• Company Profile: iPin

Skill Development:

Takeaways are:

• The structure of a business may put barriers for innovation to develop, however this can be reduced by looking at the six structural barriers
• All business should innovate and this may just be within their processes, staff culture or only doing what they are good at

References:

• Birkinshaw, J.M. (2003) `The Paradox of Corporate Entrepreneurship`, Strategy + Business, 30 , Spring.
• Burgelman , R.A. (1983) `A Process Model of Internal Corporate Venturing in the Diversified Major Firm`, Administrative Science Quarterly, 28.
• Burns, P. (2005) Corporate Entrepreneurship, Basingstoke: Palgrave MacMillan.
• Christensen, C. M. (1997) The Innovator’s Dilemma: When New Technologies Cause great Firms to fail, Boston: Harvard Business School Press.
• Drucker, P. F. (1985) Innovation & Entrepreneurship: Practice & Principles, London: Heinemann.
• Foster, R. N. and Kaplan, S. (2001) Creative Destruction: Why Companies that are Built to Last Underperform the Market – and How to Successfully Transform Them, New York, Currency Doubleday
• Galbraith, J. (1982) `Designing the Innovating Organisation `, Organisational Dynamics, Winter.
• Ghoshal, S. and Bartlett, C.A. (1997) The Individualised Corporation: A Fundamentally New Approach to Management, New York, Harper Business
• Kanter, R.M. (1982) `The Middle Manager as Innovator`, Harvard Business Review, July.
• Morris, M.H. (1998) Entrepreneurship Intensity, Westport: Quorum Books.
• Naisbitt , J. (1994) Global Paradox: The Bigger the World Economy, the More Powerful its Smallest Players, London: BCA.
• Pinchot, G. (1985) Intrapreneuring: Why You Don’t Have to Leave the Company to Become an Entrepreneur, New York: Harper Row.
• Tushman, M.L. and O’Reilly, C.A. (1996) `Ambidextrous Organisations: Managing Evolutionary & Revolutionary Change`, California Management Review, 38(4).