Picture of UK Houses of Parliament

Leading national thinking on politics, government & public policy through Open Access research

Strathprints makes available scholarly Open Access content by researchers in the School of Government & Public Policy, based within the Faculty of Humanities & Social Sciences.

Research here is 1st in Scotland for research intensity and spans a wide range of domains. The Department of Politics demonstrates expertise in understanding parties, elections and public opinion, with additional emphases on political economy, institutions and international relations. This international angle is reflected in the European Policies Research Centre (EPRC) which conducts comparative research on public policy. Meanwhile, the Centre for Energy Policy provides independent expertise on energy, working across multidisciplinary groups to shape policy for a low carbon economy.

Explore the Open Access research of the School of Government & Public Policy. Or explore all of Strathclyde's Open Access research...

Editorial : corporate entrepreneurship

Monsen, Erik and Peters, Sascha (2010) Editorial : corporate entrepreneurship. International Journal of Entrepreneurial Venturing, 2 (2). pp. 107-113. ISSN 1742-5360

Full text not available in this repository.Request a copy from the Strathclyde author

Abstract

In this special issue of IJEV, we endeavour to broaden the conversation around and our understanding of entrepreneurial initiatives which begin inside existing organisations, ranging from entrepreneurial acts of individual employees to strategic renewal of the entire organisation. When we announced this special issue, we provided an initial working definition for corporate entrepreneurship as “the process whereby an individual or group of individuals, in association with an existing organisation, create a new organisation or instigate renewal or innovation within that organisation” [Sharma and Chrisman, (1999), p.18]. Furthermore, we claimed that these processes and actions need to be proactive, innovative, and involve risk-taking in order to be considered entrepreneurial (Miller, 1983). In addition, we cast a wide net, stating that the goals of these actions can be long-term “organisational development” and “cultural change”, mid-term “strategic benefits” and “real-option development”, and short-term “quick financial returns” [Miles and Covin, (2002), p.34].