یک رویکرد استراتژیک برای عملکرد نوآوری داخلی
Abstract
1- Introduction
2- Theoretical background
3- Study design
4- Results
5- Implications
6- Conclusion
References
Abstract
Purpose - The purpose of this paper is to explore corporate entrepreneurship and the relationship between intrapreneurship and the proposed strategic models through a literature review. This paper reviews the strategic approach for increasing internal innovation performance at corporations.
Design/methodology/approach - Key words were identified to use in the literature search: corporate entrepreneurship, innovation performance and entrepreneurial environment. Then, all of the several electronic databases available in the university’s electronic library, including Harvard Business Review and The University of Chicago Press, as well as journals, books, Google Scholar and other institutional resources.
Findings - The six innovative outcomes are motivating individuals to engage in innovative behavior, concentrating entrepreneurial ventures through a newly minted organization within a corporation, helping innovative-minded people to reach their full potential, rewarding a corporate entrepreneur, encouraging people to look at the organization from a broad perspective and educating employees about corporate entrepreneurship.
Research limitations/implications - The study was exploratory, based on a literature review. Further studies are needed using empirical research to examine why corporate entrepreneurship was attributed to be the strategic approach for internal innovation performance.
Practical implications - By implementing the strategic approaches, corporate management professionals can realize their entrepreneurial intentions for the firm and maintain their responsibility to shareholders in terms of other business and development goals.
Originality/value - The research constructs an input-process-output framework that minimizes external mergers and acquisitions and maximizes internal innovation performance. Value was created when corporate entrepreneurship was identified as a strategic approach for internal innovation performance.
Introduction
History has proven time and again that businesses should be able to quickly innovate, change and transform to meet the expectations of a fast-changing marketplace. To swiftly adapt, corporations need to enhance their innovation prowess and companies need to tap into the creative power of their employees (Lee and Pati, 2017). The need for corporate entrepreneurship is obvious, especially given the pressing circumstances that corporations face today. These circumstances threaten a corporation’s productivity and growth potential, and they include a rapid increase in the number of new and sophisticated competitors, a sense of distrust in the conventional methods of corporate management, the downsizing of major corporations and an exodus of key inventors (Kuratko et al., 2015; Miles and Covin, 2002). To minimize the impact of the abovementioned circumstances, this paper explores specific innovative strategies that corporations could adopt to enter new markets and achieve growth (Zahra, 2015). Following these innovative strategies is important, because doing otherwise would encourage stagflation, loss of personnel and the risk of becoming completely obsolete (Kuratko, 2013). So what do these specific innovative strategies look like? How can managers and executives implement the strategic approaches within a corporate setting?