These economic entities involve some element of innovation at start-up, and some degree of innovativeness is needed to survive over time.However, innovation is not central to this phenomenon. However, if entrepreneurs are defined to be persons who are ingenious and creative in finding ways that add to their own wealth, power, and prestige (Baumol 1990), then it is to be expected that not all of their activities will deliver a productive contribution to society (cf. Empirical studies have even shown that (on average) entry into self-employment has a negative effect on the monetary income of individuals (Hamilton 2000; Parker 2004). There have been dozens of definitions of entrepreneurship.
Corporate entrepreneurship (CE) is widely considered as a vital means to stimulate and sustain the overall competitiveness of an organization.
Both practitioners and researchers have recognized the challenges of pursuing entrepreneurship within a corporation.
CSE integrates and builds on the foregoing concepts and has been defined by Austin, Leonard, Reficco, and Wei-Skillern (2006) as “the process of extending the firm’s domain of competence and corresponding opportunity set through innovative leveraging of resources, both within and outside its direct control, aimed at the simultaneous creation of economic and social value.” The fundamental purpose of CSE is to accelerate companies’ organizational transformation into more powerful generators of societal betterment.
Carroll (2006) provided a rich historical account of the evolution over the last fifty years of businesses’ approach to societal responsibilities.
Corporate Entrepreneurship Corporate Entrepreneurship can be seen as the process whereby an individual or a group creates a new venture within an existing organization, revitalizes and renews an organization ,or innovates.
Corporate Entrepreneurship Research Paper Literature Review On Health Care
Corporate Entrepreneurship has emerged as a much needed ingredient contributing towards the growth of any organization under a changing business environment.Milton Friedman argued that the social responsibility of firms is to maximize profits.This paper examines this argument for the economic environment envisioned by Friedman in which citizens can personally give to social causes and can invest in profit-maximizing firms and firms that give a portion of their profits to social causes.Over the past two decades, the traditional concept and practice of corporate philanthropy has undergone a significant evolution into Corporate Social Responsibility with a variety of labels, such as corporate citizenship, triple bottom line, and strategic philanthropy (Zadek 2001; Carroll 2006; Visser, Matten et al. While significant progress is being made in involving companies in CSR, a national survey (Center for Corporate Citizenship 2004) in the USA revealed that most firms have not been able to significantly integrate CSR into their organizations. Googins and Rochlin (2006) assert: “What is clear is the widespread agreement on the need for a more active and strategic citizenship,” and they also note that there is no dominant framework or model for bringing that about. To remedy this, a focus on Corporate Entrepreneurship within companies emerged, with Covin and Miles (1999) defining it as “the presence of innovation with the objective of rejuvenating or redefining organizations, markets, or industries in order to create or sustain competitive superiority.” In parallel, the concept of Social Entrepreneurship emerged. Dees (1998) defined it as “innovative activity with a social purpose in either the private or nonprofit sector, or across both.” Others have offered conceptual refinements (Bornstein 2004; Nicholls 2006; Martin and Osberg Spring 2007; Light 2007; Elkington and Hartigan 2008; Ashoka 2009). Thus, to face the challenges that CE poses for both theory and practice we need to advance our understanding of the activities and strategic roles involved in the CE process and their implications for performance.While strategic roles have been extensively studied, most studies analyze the strategic role of top managers and ignore the contribution of middle managers.In general, NARI had higher Hb values than the corresponding venous-based ...Table 2 presents descriptive statistics for the analysis of the two main ......