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Ever since its introduction into the vernacular of imperial historiography over a half century ago, the concept of “informal empire” has had a profound influence on how historians have understood the size and nature of British expansion in the modern world. While offering a crucial corrective to definitions of empire that had focused exclusively on “formal” colonial holdings, such a division has also obscured other frameworks through which we might understand the contours of imperial power, while also underscoring traditional bifurcations between early modern and modern forms of empire. This paper suggests instead an approach that privileges schema that take into account the different institutional and constitutional forms that shaped imperial expansion, and specifically argues that the corporation was one such form, in competition with others including the monarchical and national state. Looking specifically at the early modern East India Company and its modern legacies, particularly George Goldie’s Royal Niger Company, it also suggests that institutional approaches that de-emphasize distinctions between behavioral categories, such as commerce and politics, allow the possibility of excavating deep ideological connections across the history of empire, from its seventeenth-century origins through the era of decolonization.

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.