Chapter 6: Institutionalizing an innovation function: moving beyond the champion
Restricted access

While corporate entrepreneurship sometimes succeeds in companies due to cultural and leadership factors, most firms struggle in their attempts to create new businesses for strategic renewal. In this chapter, observations are offered from an 11-year research program on managing breakthrough innovation in large established firms. The results indicate that expertise development in breakthrough innovation, and, by implication, several specific categories of corporate entrepreneurship, is in its infancy and some of the management practices that plague these attempts are described. Among these are: (a) a lack of distinction between current strategy and strategic intent, which influences evaluation criteria used to judge project progress and success; (b) the failure of project managers to address the full complement of technical, market, resource, and organizational uncertainties they face; (c) the failure of breakthrough innovation program leaders to operate with a portfolio mentality; (d) undertaking breakthrough innovation projects without regard to the complete set of management system elements that support the high uncertainty context that plague them; and (e) high rates of turnover among personnel, which prevent the learning required to develop sophisticated expertise. Propositions are offered for management practices that may help develop a dynamic capability for breakthrough innovation as a form of corporate entrepreneurship.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with your Elgar account