Corporate entrepreneurship and innovation

The innovation of products, services and processes and the formation of new business enterprises are crucially important to every economy. Innovation and new business development can be initiated by independent individuals or by existing enterprises. The first is referred to as (independent) entrepreneurship, the latter as corporate entrepreneurship. Corporate entrepreneurship is ever more considered as a valuable instrument for rejuvenating and revitalizing existing companies. It is brought into practice as a tool for business development, revenue growth, and profitability enhancement and for pioneering the development of new products, services and processes. Corporate entrepreneurship is often defined as a process that goes on inside an existing firm and that may lead to new business ventures, the development of new products, services or processes and the renewal of strategies and competitive postures. As such, it can be seen as the sum of a company’s innovation, venturing and renewal efforts.

Corporate entrepreneurial advantages (ventures, innovation and renewal) can be created relying on tangible (e.g. physical, financial and labour resources) and intangible resources (e.g. human, social and intellectual capital). Intangible resources are becoming ever more salient, especially in highly innovative and emerging industries. Whereas human capital is concerned with the capabilities, knowledge, skills and experience of employees, intellectual capital refers to collectively embodied, organizational knowledge and social capital is described as an asset incorporated in social networks. However, the role of intangible resources has been under investigated in corporate entrepreneurship and innovation research. Corporate entrepreneurship and innovation research of the Research Centre for Organisation Studies group aims at bridging this gap by means of several research projects. One project focuses on the role of inter-organizational collaboration in the context of innovation. A second project develops a behavioural model of corporate entrepreneurship, incorporating tangible as well as intangible resources that can be deployed to create corporate entrepreneurial advantages.


Related publications

The innovation performance of firms
  • Faems D. (2006). Collaboration for innovation: Processes of governance and learning in R&D alliances. Doctoral Dissertation. Katholieke Universiteit Leuven.
  • Faems D., Janssens M., Bouwen R. & Van Looy B. (2006). Governing explorative R&D alliances: Searching for effective strategies. Management Revue, 17: 9-29.
  • Faems D., Van Looy B. & Debackere K. (2005). The role of inter-organizational collaboration within innovation strategies: towards a portfolio approach. Journal of Product Innovation Management, 22: 238-251.
Corporate entrepreneurship
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