Abstract

Research on corporate entrepreneurship (CE) has grown rapidly over the past decade. In this article, we identify four major issues scholars can pursue to further our understanding about CE. The issues we explore include various forms of CE (e.g., sustained regeneration, domain redefinition) and their implications for organizational learning; the role of leadership and social exchange in the CE process; and, key research opportunities relevant to CE in an international context. To address the latter issue, we propose a typology that separates content from process-related studies and new ventures vs. established companies. We close with a reassessment of the outcomes in CE research, which becomes particularly salient with the increasing importance of social, human, and intellectual capital in creating competitive advantages and wealth in today’s knowledge economy. Throughout the article, we use the organizational learning theory as a means of integrating our discussion and highlighting the potential contributions of CE to knowledge creation and effective exploitation.

Both scholars and practitioners remain interested in studying and better understanding corporate entrepreneurship (CE) (Ireland, Kuratko & Covin, 2002). CE has been viewed as the driver of new businesses within on-going enterprises as achieved through internal innovation, joint ventures or acquisitions; strategic renewal (Guth & Ginsberg, 1990; Hitt, Nixon, Hoskisson & Kockhar, 1999); product, process, and administrative innovations (Covin & Miles, 1999); diversification (Burgelman, 1991); and processes through which individuals’ ideas are transformed into collective actions through the management of uncertainties (Chung & Gibbons, 1997). Sharma and Chrisman define CE as “… the process whereby an individual or a group of individuals, in association with an existing organization, create a new organization, or instigate renewal or innovation within that organization” (۱۹۹۹: ۱۸).

Given its importance to corporate vitality and wealth generation in today’s global economy, CE has generated considerable attention in research. This paper identifies emerging issues in CE and suggests research questions for future research. Our analysis highlights the role of CE in inducing and cultivating organizational learning, which is a key source of new knowledge that could be used to develop organizational capabilities. Learning is at the heart of the strategic renewal process that enables the firm to adapt and respond to challenges in their new markets (Zahra, Nielsen & Bogner, 1999). Given the various types of CE (Covin & Miles, 1999), our discussion applies learning theory to show how CE in domestic and international operations creates new knowledge. This discussion also gives attention to the role of leadership in stimulating organizational learning within CE and harvesting new knowledge. Finally, recognizing the vital importance of learning for strategic renewal, we propose that future researchers should incorporate learning among the key outcomes of CE activities.