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The Fourth Industrial Revolution has escalated innovation to new heights unseen, creating an evolution of innovation and corporate social responsibility (CSR), and as a result, a more Innovative CSR. With this evolution comes also the evolution of the ‘Preneur’ from social entrepreneur to corporate social entrepreneur and corporate social intrapreneur. It is therefore important to acknowledge that social entrepreneurship is not just for the social sector, or start-up entrepreneur – corporations can also be social entrepreneurs. This chapter establishes an understanding of this possibility alongside solving wicked problems and challenges, and how to provide collaborative networks and co-creation experiences to assist others on this journey. More importantly, the chapter discusses how corporates can assist millennials (and Generation Z) by funding and incubating their innovative or social enterprise idea under the umbrella of CSR strategy, until it is ready to be released to the world. The chapter is supported by academic literature and business publications with suggestions for future research opportunities.

Discussion of the case will enable students to:

• explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

• analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

• devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

• explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

• describe models of corporate entrepreneurship.

explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

describe models of corporate entrepreneurship.

Mexicali is a border city in the state of Baja California, Mexico. It was in the month of May 2022. The President of Prodensa Consulting Services (PCS), Marco Kuljacha (Marco), was sitting in his office thinking about a way forward to create an intrapreneurial culture by identifying more “Marcos or Marcias” among his current PCS employees. As he contemplates the future of the company, he is hoping to identify individuals within the organization who exhibit an entrepreneurial mindset through generating and leading new business initiatives for PCS. He desires to support people who have the potential to emerge as future leaders within the organization. He is striving to identify those individuals who want to proactively develop their career trajectories in ways similar to Marco’s earlier professional experiences. After starting with Grupo Prodensa in 2006 as a Junior Project Manager, Marco, by pursuing an intrapreneurial path, worked his way up to become President of the PCS in 2022. According to Marco, such individuals should exhibit the willingness to foster opportunities for new business ventures for PCS and possess traits such as innovation, proactivity, risk-taking, accountability and networking.

With an eye toward the need for continuous innovation and change, Marco was thinking about ways to identify and develop entrepreneurially minded individuals among his employees working at PCS. Corporate entrepreneurship was of great importance for him and the future of the company. The case provides an opportunity for students to step into the shoes of Marco and find an appropriate intrapreneurship model to implement the intrapreneurship culture. In doing so, students should take into consideration the data regarding the existing corporate entrepreneurship processes and teams at Grupo Prodensa that helped it to innovate and make assumptions to analyze the feasibility of implementing intrapreneurship culture by finding more Marco or Marcia.

This case can be used as an introductory case in a postgraduate class on corporate entrepreneurship, as it delineates the challenges faced by Marco in finding an appropriate intrapreneurship model and finding in PCS more Marco or Marcia has qualities such as innovator, proactive, risk-taker, accountability, networking, for implementing corporate entrepreneurship culture in PCS. The case can also be used in a corporate entrepreneurship course and an innovation management course. The case allows students to learn about the model of corporate entrepreneurship; strengths, opportunities, aspirations and results analysis; pros and cons analysis; and challenges faced by the company during the implementation of corporate entrepreneurship. Thus, the case can be used for covering multiple perspectives related to measuring the internal environment or managers’ perception of the five dimensions critical to implementing corporate entrepreneurship (e.g. the application of the Corporate Entrepreneurship Assessment Instrument), and is ideal for teaching the different corporate entrepreneurship models.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Synthesizing theoretical and empirical literature, this study aims to build a theoretical model linking the constructs; corporate entrepreneurship, employee engagement and innovation.

Using an integrative review method the current study conducted an examination of related literature on the areas of corporate entrepreneurship, employee engagement, as well as innovation and developed an integrated model which combines the three constructs. The study bases itself on the resource-based view (RBV) for looking into corporate entrepreneurial ecosystems as organizational capabilities and employee engagement as a human resource. The social exchange theory (SET) was also used to analyse the interrelationships.

An RBV synthesis made on corporate entrepreneurship, employee engagement, as well as innovation literature shows that while corporate entrepreneurship has been recognized as beneficial to bring positive organizational outcomes, attempts to tie it in the core resource, capability and competence input-output linkage are scanty. The study shows that the RBV can be a good way to see human resources as a source of organizational competitive advantage and corporate entrepreneurship as the capability to product innovation as a competence. The study also shows that by combining the RBV with the SET corporate entrepreneurship, employee engagement and innovation can be integrated as a basis for developing organizational competitiveness.

The implication of this paper to future empirical studies is that corporate entrepreneurship can be integrated with the RBV to relate it to the core competitive advantage development endeavour. The implication for policymakers and management practitioners on the other hand is that managers can consider corporate entrepreneurship as a major capability to bring the employee resource on board the innovation process. The study further implies that management practitioners need to provide time, freedom, boundary, reward and support to get their employees engaged in innovation. Hence, managers can integrate the SET into their motivation principles.

The study is original in its attempt to integrate the SET and RBV for studies in the area of corporate entrepreneurship, employee engagement and innovation.

The literature on innovation/change predicts that entrepreneurial initiatives will be killed by the established organizational system. The general answer is to put innovations in separate units. This is not possible for corporate entrepreneurship initiatives, however. In this action research study, we focus on corporate entrepreneurship initiatives’ strategies for survival. We collected data by following 11 corporate entrepreneurship initiatives as they were pursued. We summarize their effort in three transformation mechanisms: aligning with purpose, creating trust, and creating attachment with autonomy. The data indicate that these factors not only contributed to the success of the initiatives but also to renewing the organizational system.

A corporate entrepreneurship (CE) strategy implies that a firm’s strategic intent is to continuously leverage entrepreneurial opportunities for growth- and advantage-seeking purposes. CE has gained greater research attention with a focus on the factors that influence an organization’s willingness to initiate and sustain a CE strategy. In the current disruptive age, firms acknowledge the importance of CE (also referred to as corporate innovation) as the critical element for sustained competitive advantage in the global economy. Yet, so many organizations struggle with the actual implementation of an innovative strategy. There are key challenges that must be addressed by today’s corporate entrepreneurial leaders in this age of disruptive innovation. These include framing the innovation, developing the internal architecture, coordinating the managerial levels, integrating design thinking, recognizing the grief associated with project failure, and demanding ethical standards. As research on corporate innovative activity has evolved, numerous researchers have acknowledged the importance of these leadership activities to enhance the effectiveness of corporate entrepreneurial activity. In this chapter, the authors discuss these critical elements confronting corporate entrepreneurial leaders.

The purpose of this study is to assess the impact of corporate entrepreneurship. To this end, the learning process of the individual in skills, competencies and agile methodologies is considered, as well as the influence of corporate culture, ways of working and organizational capabilities in small and medium enterprises (SMEs).

This study was performed by means of an email survey questionnaire, conducted on 241 SMEs in Madrid and Guadalajara (Spain). The hypotheses were tested with structural equation modeling (SEM).

The results yielded a positive and direct link between the organization and the training of business leaders in programs of skills and competencies, as well as between this training and corporate entrepreneurship processes carried out in the organization. However, there is an indirect relationship between organizational activity and processes of the organization and intrapreneurship activities.

The research provides a practical contribution to the SME perspective and raises awareness of the importance of intrapreneurial activities for business development. Hence, it becomes relevant to focus on training plans that have a direct impact on the development of business innovations that lead to corporate entrepreneurship.

This research contributes to contextualize and enrich the literature on corporate entrepreneurship by addressing the gap related to corporate culture, innovation and skills, through a model that shows the relationship between the variables.

The purpose of this paper is to present a model of corporate social entrepreneurship. The case of Odebrecht demonstrates how companies are using society's sustainability challenges to innovate, in particular by adopting a corporate social entrepreneurship approach that allows the company to differentiate from competitors and create shared value.

This research applies a comparative case study design in combination with a review of the literature in order to present a model of corporate social entrepreneurship.

The case study of two major projects within the Odebrecht group allows us to design a model of corporate social entrepreneurship explaining how the company transforms external triggers such as socio-environmental risks into sustainability innovations, creating competitive advantages.

The two case studies provide some evidence of how companies blend sustainability and innovation within corporate social entrepreneurship strategies. More research is needed in order to refine the patterns and components of the corporate social entrepreneurship model.

Integrating sustainability into the innovation process allows Odebrecht to differentiate itself from competitors and have meaningful engagement with stakeholders. This helps the company to grow, especially in developing economy markets, which face similar sustainability challenges as Latin America.

The combination of corporate entrepreneurship models and these case studies of sustainability innovation helps to create a model of corporate social entrepreneurship explaining how companies can transform external sustainability challenges into shared value creation.

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of definitional, conceptual, methodological, contextual, and temporal factors that have been confounding the research. The authors then present a multidimensional framework that specifies a more nuanced picture of the determinants, motives, activities, and consequences of corporate in established firms. Finally, the authors discuss conceptual, methodological, and practical implications, as well as outline future research avenues.

Research has shown that information and communication technologies (ICT) are crucial for economic growth. The purpose of this paper is to develop a framework that would depict and examine the nature of the relationship between ICT use and organizational performance in the Lebanese market, taking into consideration the impact that innovation and corporate entrepreneurship may have on this relationship.

To investigate the proposed model a survey targeting employees, and managers who adopted ICT applications in SMEs located in Lebanon was conducted.

The results indicate that ICT and innovation are strategic resources. However, their contribution to sustainable competitive advantage vitally depends on the implicitness and entrepreneurial behaviors of those involved. It is through this capability that ICT and ICT-based innovations could make a difference in organization’s performance – both present and future.

First, the respondents were selected using the convenience sampling technique. Second, the data were collected through self-report questionnaires. Finally, the use of perceptual data related to performance may have a bias effect on the study results.

At the practical level, the study results have repercussions for managers, technology suppliers, and innovation adopters and managers, as this may contribute to better understanding of the factors that could influence the adoption, management, and use of ICT resources for enhancing the competitiveness level of the firm.

The results of this study have implications for ICT adoption in Lebanese SMEs. More importantly, they suggest a framework which depicts the relationship between ICT and the organization’s innovation level on one hand, and a company’s performance on the other, taking entrepreneurship as a mediator in this relationship.

Starting from corporate entrepreneurship, spin-off entrepreneurship and business model theory, this paper aims to examine the key influential factors and inherent mechanism in the process of business model transfer from parent enterprise to spin-off start-ups.

Grounded theory method is fit for constructing theoretical models, which can discover and interpret phenomenon and activities. According to the guidance of theoretical sampling and other core principles in grounded theory, this study extracts two parent enterprises named Haier and Phnix and lots of spin-offs derived from them.

This paper presents the theoretical framework that business models transfer from parents to spin-offs and probes into the embedding logic and connection relationship between factors and categories in this process, such as preconditions, incubation veins, business model elements, stripping mechanism and independent operations.

Although this study is focused on the manufacturing industry, the main characteristics, comparative advantages, governance rules summarized from transfer activities of business model in spin-off entrepreneurship can also bring inspirations to both parent enterprises and spin-off start-ups.

Excavates process and mechanism of business model transfer from internal to external, extends the theoretical perspectives about existing related theories such as corporate entrepreneurship, spin-off entrepreneurship and business model theory and reveals new approaches and methods on business model design, which is different from the past way.