Construct · 4 names · 7 citations
Different names. Different fields. One construct. One map.
● jangle · one construct, many names Nearest construct by meaningstrategic entrepreneurshipcompare the meaningsEvery construct on the map is compared with every other by the meaning of its definitions, and the closest one is surfaced here. The nearest construct to corporate entrepreneurship is strategic entrepreneurship.
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The broad label for entrepreneurial behaviour carried out inside an existing organization rather than by a lone founder starting a new one. Guth and Ginsberg's 1990 introduction to a Strategic Management Journal special issue grouped the topic under two headings, the birth of new businesses within a firm and the transformation of a firm through renewal of its key ideas. Sharma and Chrisman's 1999 Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship then tried to impose order, defining corporate entrepreneurship as the process by which an individual or group, in association with an existing organization, creates a new organization or instigates renewal or innovation within it. The referent is this whole umbrella, and the difficulty on this page is that the same activity is also studied under the separate names intrapreneurship, corporate venturing, and entrepreneurial firm behaviour, each with its own tradition and measure.[1][2]
The label that puts the emphasis on people inside the firm acting like entrepreneurs, pursuing new ventures and ideas from within rather than leaving to found their own company. The term was popularised by Pinchot's 1985 book Intrapreneuring, which framed it as a way to keep entrepreneurial employees and their ideas within a large organization. Antoncic and Hisrich's 2001 Intrapreneurship refined it into a firm-level construct with dimensions such as new venturing, innovativeness, self-renewal, and proactiveness, and built a survey measure validated across two countries. The referent is the same activity the umbrella covers, but the name foregrounds the employee and their initiative, and the literature under this label rarely cites the corporate venturing or firm-behaviour work that describes much the same thing.[3][4]
The label for the narrower activity of creating new businesses within an established corporation, whether by internal development or by investing in ventures. Burgelman's 1983 A process model of internal corporate venturing in the diversified major firm traced how new business initiatives arise from autonomous action at operating levels and then win, or fail to win, strategic backing from top management. Here the construct is a process that ends in a new business unit or venture, distinct from the broader renewal of an existing one. The referent overlaps heavily with the umbrella and with intrapreneurship, but the name and the tradition focus on the venture as the outcome, and much of this work treats venturing as if it were the whole of corporate entrepreneurship rather than one part of it.[5]
The label that treats entrepreneurship as a property of the whole firm's behaviour rather than a discrete venture or a person. Covin and Slevin's 1991 A conceptual model of entrepreneurship as firm behavior modelled the firm's entrepreneurial posture along the dimensions of innovation, risk-taking, and proactiveness, and argued this posture drives performance in interaction with the environment and firm strategy. Zahra's 1991 Predictors and financial outcomes of corporate entrepreneurship measured a closely related firm-level construct spanning innovation, venturing, and renewal, and linked it to later financial results. The referent is the firm's aggregate entrepreneurial behaviour, which grew alongside the entrepreneurial orientation literature, and it names much the same underlying activity as the umbrella, intrapreneurship, and venturing labels, measured as a standing posture rather than a project or a person.[6][7]
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