Since the late 1990s, organizations as diverse as IBM, DuPont and Cargill have been developing new approaches to corporate entrepreneurship. To make sense of such initiatives, we asked those companies and others — nearly 30 — about numerous descriptive dimensions regarding their programs for creating new businesses. These dimensions ranged from contextual factors, such as market maturity and technology intensity, to the structural and cultural characteristics of the parent company, consistent with the dimensions commonly examined in the academic business literature. Our objective was to design a framework useful for managers and, after testing various approaches, we arrived at the framework described in this... To read the complete article, login or sign-up using the form below.
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