Index
The Challenges of Corporate Entrepreneurship in the Disruptive Age
ISBN: 978-1-78754-444-4, eISBN: 978-1-78754-443-7
ISSN: 1048-4736
Publication date: 22 November 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Kuratko, D.F. and Hoskinson, S. (Ed.) The Challenges of Corporate Entrepreneurship in the Disruptive Age (Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Vol. 28), Emerald Publishing Limited, Leeds, pp. 183-188. https://doi.org/10.1108/S1048-473620180000028009
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Note: Page numbers followed by “n” indicate footnotes.
Absorptive capacity
, 39, 50, 51–52
Accommodation
, 133
Action research
, 69–70
consultant and organizational participants in
, 76
contemporary approaches to
, 72
process
, 71–72
Adaptability
, 118, 120
Adaptive capability
, 39, 50, 52–53
Adjourning stage
, 129
Adjustment
, 96
Adobe
, 177
Aggressiveness
, 118, 120
Alexa Fund
, 173
Alphabet
, 164, 169–171
Amazon
, 164, 177
Amazon Commands Disruptive Innovation
, 172–173
Amazon Lab126 incubator
, 172
Amazon Web Services (AWS)
, 172
Ambidexterity
, 38, 40
EO and
, 40–42
measurement to
, 42–47
operationalization
, 47–48
Apple
, 177
Appreciative Inquiry
, 72
Argyris’s model of single loop and double loop learning
, 75
Asset orchestration
, 50
Autocratic leadership styles
, 77
Autonomous teams
, 127
Avoidance
, 133
“Bathtub” framework for macro-micro-macro-relations
, 78–79
Bewilderment schema, CE as
, 117–120
Big Falcon Rocket (BFR)
, 167
Blockbuster
, 115
Bounded rationality
, 112
Bricolage capability
, 53
Business model reconstruction
, 93
CapitalG (Google Capital)
, 171
Cognitive schemas
, 115, 117
Collaboration
, 71, 133
Commitment to choice
, 72
Communication
, 132
ethical expectations
, 102
Competitive domains
, 116, 117, 119, 120
Compromising
, 132
Computer-aided text analysis (CATA)
, 44
Conflict
management styles
, 132–133
resolution
, 132–133
Conformation
, 96
Confucian philosophy
, 75
Consulting Psychologists Press (CPP)
, 131
Contemporary approaches
, 72
Contextual influences
, 56
Contingency factors influencing EO–ambidexterity relationship
, 51
Continuous change
, 75
Cooperation mindset
, 117
Cooperative venturing (CCV)
, 26
Corporate entrepreneurial activity
, 90
Corporate entrepreneurial leadership
assessing internal architecture
, 93–94
challenges
, 91–103
coordinating managerial levels
, 94–96
demanding ethical standards
, 101–103
framing innovation
, 91–93
grief management with project failure
, 99–101
integrating design thinking
, 96–99
Corporate entrepreneurial strategy
, 117
Corporate entrepreneurship (CE)
, (see also Entrepreneurial orientation (EO)), 12, 64–66, 90, 116
action-oriented definition
, 68
applying organization development to
, 75–78
comparing and contrasting
, 74–75
conceptual problems
, 13–19
context of
, 65–75
contextual problems
, 21–22
employee and team level-of-analysis
, 78–79
within established firms
, 13–22
levels of organizational phenomena in CE research
, 20
methodological problems
, 19–21
multidimensional framework for
, 22–27
process definition
, 67–68
research using different terms in addressing firm-level entrepreneurship
, 14
strategy
, 18
structural definition
, 66–67
temporal problems
, 22
Corporate entrepreneurship assessment instrument (CEAI)
, 67, 68, 93
Corporate Entrepreneurship Climate Instrument
, 94
Corporate innovation
design in business
, 145–146
designer as strategist
, 149–150
distinction between strategic design and design strategy
, 148–149
effectively leveraging design for
, 142–144
employing emotional intelligence for
, 153–159
frameworks of innovative initiatives in technology firms
, 175–176
gap between design and business
, 143
origin of design thinking
, 146–148
relationship between research and practice in design
, 150–152
in technology leaders
, 164–175
Corporate venture capital (CVC)
, 26
Corporate venturing (CV)
, 12, 26, 91–92
Cross-functional teams
, 126, 137
Cultural factors
, 56
Decision-making
, 133
ideas to action
, 135
identifying/defining problem
, 134
implementing decision
, 135
solution generation
, 134–135
team decision-making evaluation
, 135–136
Democratic group-decision process
, 69
Democratic leadership
, 77
Design doing
, 142, 144, 146, 149
Design in business
, 145–146
Design strategy
, 144–146, 150
distinction between strategic design and
, 148–149
Design thinking
, 96, 142–144
integrating
, 96–99
origin
, 146–148
Design-as-practice
, (see Design doing)
Design-centered entrepreneurship conceptual model
, 98
Designer as strategist
, 149–150
Developmental team members
, 126
Disciplinarily approach
, 145
Discretion
, 126–127
Domain redefinition
, 93
Dual process model
, 100
Dynamic capabilities
, 51
absorptive capacity
, 51–52
adaptive capability
, 52–53
bricolage capability
, 53
e-Commerce business
, 173
Emotional intelligence for corporate innovation
, 153–159
Emotions
, 100
Employee
security
, 137
and team level-of-analysis
, 78–79
Entrepreneurial
activities
, 26
firms
, 18, 54
management
, 25
motivation and direction
, 25
thinking
, 90
Entrepreneurial orientation (EO)
, (see also Corporate entrepreneurship (CE)), 12, 15, 19, 25, 38, 64
agenda for future research
, 49–56
and ambidexterity
, 40–42
contextual influences
, 56
contingency factors influencing EO–ambidexterity relationship
, 51
dynamic capabilities
, 51–53
firm-specific resources
, 53–55
institutional factors
, 55–56
literature review
, 39–42
measurement
, 42–48
scales and description
, 45
scales and operationalization
, 42–44
theoretical perspectives
, 49–51
Entrepreneurship
, (see also Corporate entrepreneurial leadership), 66, 137
Environmental factors
, 55–56
Episodic change process
, 74
Episodic unfreezing-moving-refreezing model of change
, 75
Ethical leadership
, 101–102
Ethical standards
, 101–103
Ethics
, 71
training
, 102
Ethnography
, 158
Experimenting role
, 96
Exploration and exploitation scales
, 44–47
External corporate venturing (ECV)
, 26, 92
Falcon launch vehicle family
, 166
Federal Aviation Administration (FAA)
, 165
Financial deterioration
, 119
Firm-level entrepreneurship studies
, 13
Firm-specific resources
, 53
human capital
, 54
slack resources
, 54–55
social capital
, 53–54
Flexibility
, 118, 119
Flexibility
, 120
“Flying car” market
, 165
Forcing
, 132
Forming stage of team
, 128
Frame-breaking change
, 27
Freedom of choice
, 72
Functional team members
, 126
Gigafactory
, 168, 169
Google
, 169–174, 177
Googleplex
, 171
Grief management with project failure
, 99–101
GV (Google Ventures)
, 171
Hawthorne studies
, 69
Health-care transportation industry
, 166
Heuristics
, 148
Human capital
, 54
Human emotion
, 153–154
Human–computer interaction (HCI)
, 149, 158
research
, 151
IBM
, 177
Incremental innovations
, 53, 127
Industry factors
, 55
Information, accurate
, 72
Information resources
, 130
Innovation
, 124, 137
critical elements of innovation team effectiveness
, 126
framing
, 91–93
processes
, 26
tips for fostering
, 124
Innovativeness
, 118, 120
Institutional factors
, 51, 55–56
Integrity
, 71, 103
Intel
, 177
Intentional abuse
, 71–72
Interdisciplinary approach
, 145
Internal architecture assessment
, 93–94
Internal corporate venturing (ICV)
, 26, 68, 92
actions and behaviors
, 76
natural progression from
, 64, 75
International venturing (INV)
, 26
Internet access
, 170
Internet of Things (IOT)
, 170
Interpersonal skills
, 131
Intrapreneurial Assessment Inventory (IAI)
, 67
Lab126 incubator
, 172
Laissez-faire leadership
, 77
“Landscape”
, 112
Latent congruence modeling (LCM)
, 47–48
Leadership
, 65, 67, 76–77
integrating learning and
, 77–78
Learning
, 97
Loss orientation
, 100
Low-volume car
, 169
Macroiterations
, 98, 99
Management commitment
, 129–130
Management support
, 93
Managerial levels coordination
, 94–96
Managerial support
, 67
Medium volume car
, 169
Methodological problems
, 19–21
Microiterations
, 98
Middle-level managers
, 95, 96
Miller’s index
, 21
Model ethical conduct
, 102
Multidimensional framework
, 13
for CE
, 22–27
Multiknowledge
, 137
Myers Briggs Type Indicator (MBTI)
, 131
Nadler and Tushman’s model
, 71
National Training Laboratory
, 70
Norming stage of team
, 128
Nova Scotia
, 169
Open systems theory approach
, 71
Operationalization of ambidexterity
, 47–48
Opportunity
, 25
Organization development (OD)
, 64, 68
applying OD to CE
, 75–78
comparing and contrasting
, 74–75
context of
, 65–75
critical OD issues
, 73–74
current issues and trends in
, 72–73
history
, 69–70
measurement issues and methods
, 79–80
values
, 71–72
Organization(al)
boundaries
, 93–94
commitment
, 91
culture
, 56, 72
environments
, 90
learning
, 49, 75–76
learning and leadership
, 64
rejuvenation
, 93
transformation
, 72
Other Bets
, 169–171
Parallel learning structures
, 75, 76
Participation
, 71
Performing stage in team
, 128–129
Permanent teams
, 126
Personal Management Interviews (PMIs)
, 74
Personality
, 131
Person–team fit
, 131
Positive conflict resolution strategies
, 132
Positive Organizational Scholarship
, 73
Positive Organizational Theory
, 72
Post-Cartesian philosophies
, 149
Powerwall
, 169
Preventing/deterring unethical behavior
, 103
PrimeAir
, 172
Problem-solving
, 146–147
team members
, 126
Project Loon
, 170
Project-oriented teams
, 126
Promoter-trustee framework
, 21
Proof of concept feasibility
, 98
Proof of concept desirability
, 98
Proof of concept viability
, 98
Rational deterioration
, 119
Receptivity to feedback
, 132
Reconceptualization of EO
, 44
Refinement
, 95
Reinforce ethical behavior
, 102–103
Research and development (R&D)
, 42
Resistance to change
, 136
Resource
acquisition
, 96
orchestration theory
, 50–51
resource-constrained firms
, 38, 39, 41
Resource-based view (RBV)
, 49, 50
Responsive actions
, 114
Restoration orientation
, 100
Reward systems
, 103, 130
Rewards/reinforcement
, 93
Ring (smart home equipment maker)
, 173
Risk-taking
, 41, 42
Salesforce
, 177
Samsung
, 177
Schemas
, 112
cognitive
, 115, 117
Scientific management
, 69
Scripts
, 112
Secret sauce of innovation
, 153
Self-disclosure
, 132
Self-driving system
, 165
Semiautonomous teams
, 126–127
Serious study of practice
, 151
70/20/10 model
, 171
Shepherding
, 95
Skunkworks project
, 76
Slack resources
, 54–55
Small-and medium-sized enterprises (SMEs)
, 38
Smaller firms
, 38
Social capital
, 53–54
Social science research
, 158
Societal constructs
, 155
Socio-technical theory
, 70
SolarCity
, 169
SpaceX
, 164, 175, 177
seeks interplanetary space travel
, 166–168
Speed
, 118, 120
Starlink
, 167
Storming stage in team
, 128
Strategic change process
, 77
Strategic design
, 144–146
distinction between design strategy and
, 148–149
Strategic entrepreneurship (SE)
, (see also Corporate entrepreneurship (CE)), 12, 92
Strategic/strategy
flexibility
, 116–117
formulation processes
, 26
management literature
, 116
renewal
, 92–93
Structure-focused approach
, 76
Support groups
, 101
Survey research and feedback
, 70
Survival routine, CE as
, 113
bewilderment schema
, 117–120
distinct strategic concept
, 116–117
getting lost
, 113–114
responses to being lost
, 114–116
Sustained regeneration
, 23, 26, 92–93
Teams
, 123–124, 137
common barriers to implementation
, 136–137
development
, 125
key organizational elements of work teams
, 129–136
levels of work team implementation and types
, 125–127
stages of team formation
, 128–129
Technology firms, frameworks of innovative initiatives in
, 175–176
Technology leaders, corporate innovation in
, 164
Alphabet and Other Bets
, 169–171
Amazon Commands Disruptive Innovation
, 172–173
SpaceX seeks interplanetary space travel
, 166–168
Tencent dominates innovation in Asia
, 173–175
Tesla reaches for sustainable energy
, 168–169
Uber’s newest explorations
, 164–166
Tencent
, 164, 173–175, 177
Tencent Industry Collaboration fund
, 174
Tencent Industry Win-Win Fund
, 174
Tencent Public Space
, 174
Tesla
, 164, 177
reaches for sustainable energy
, 168–169
Tesla Network
, 168
Tesla Semi
, 168
Theory X
, 81n2
Theory Y
, 81n2
Think 10X
, 171
Tichy’s TPC model
, 71
Time availability
, 93
Time–motion studies
, 69
“Traditional” entrepreneurship
, 66
Training and development
, 130
Training groups (t-groups)
, 70
Transdisciplinary approach
, 145
Trust
, 71
Trust-Information-Influence-Control model (TIIC model)
, 77
Tuckman’s model of team/group development
, 127
“Two Pizza Rule”
, 172, 173
Uber
, 164, 177
explorations
, 164–166
Uber Freight
, 165
Ultimate particular
, 152
United Launch Alliance
, 166
User engagement
, 155
User experience
, 153
Waymo
, 170
WeChat
, 173–175
WeChat Pay
, 174
Work discretion/autonomy
, 93
X (Google X-Lab)
, 170
Xerox
, 116
- Prelims
- Introduction: The Challenges of Corporate Entrepreneurship in the Disruptive Age
- Chapter 1 Unpacking Corporate Entrepreneurship: A Critique and Extension
- Chapter 2 Entrepreneurial Orientation and Ambidexterity: Literature Review, Challenges, and Agenda for Future Research
- Chapter 3 Integrating Corporate Entrepreneurship and Organization Development through Learning and Leadership
- Chapter 4 Corporate Entrepreneurial Leadership: Addressing Critical Challenges in a Disruptive Age
- Chapter 5 Corporate Entrepreneurship as a Survival Routine
- Chapter 6 Critical Elements of Team Formation to Enhance Organizational Innovation
- Chapter 7 Effectively Leveraging Design for Corporate Innovation
- Chapter 8 A Practitioner Review of Technological Firms’ Success in Corporate Innovation
- Index