Intrapreneurship

Corporate entrepreneurship is seen as critical for existing corporations to successfully create, develop and execute new ventures that renew their product and technology portfolios as their existing products age and markets mature (Lumpkin and Dress, 2001 & 2004; Lumpkin and Lichtenstein, 2005; Luchsinger and Bagby, 1987,).

Corporate entrepreneurship has also been labeled as “intrapreneuring” (Pinchot, 1985) or “intrapreneurship,” where existing corporations build new innovative businesses from within using an entrepreneurial approach. Existing corporations, including many large legacy automobile manufacturers, face multiple challenges in adopting corporate entrepreneurship or an entrepreneurial orientation. 

New corporate ventures tend to be located at the edges or within the seams between existing businesses, require different business and financial models and require very different cultures (Garvin and Levesque, 2006). Miller (1983) presented three dimensions for building successful corporate entrepreneurship — innovativeness, risk-taking and proactiveness — and Dess and Lumpkin (2005) in their “entrepreneurial orientation” framework added two additional dimensions — competitive aggressiveness and autonomy. Dess and Lumpkin’s (2005) framework for effective corporate entrepreneurship provides insights into the critical role of green-technology vehicle corporate entrepreneurship within larger legacy corporations. 

The entrepreneurial orientation framework is useful in suggesting how Toyota’s green-technology corporate entrepreneurship served Toyota well and acted as another significant catalyst for the emergence of new start-up greentechnology vehicle entrepreneurial ventures. 

Source: http://www.ecsdev.org/

Opportunities From Technology Transfer

Managed strategically, innovation procurement should be considered one of the mechanisms by which governments can build and strengthen domestic industries through acquiring technology transfer and supporting the subsequent diffusion within domestic markets and institutions. 

Additionally, the opportunities afforded by technology transfer within the scope of forward commitment or pre-commercial innovation procurement offers low-income countries the opportunity to bring clean technology to the domestic market that hasn’t previously existed. Whether it be through the purchase of equipment and services, turnkey installations, joint ventures or consultancy agreements, procurement is placed to support the growth of domestic technological take up and bring new green technologies to market. 

One example is to take advantage of joint ventures and public–private partnerships to couple domestic companies with foreign partners as a means of gaining access to advanced processes and product technologies, management knowledge and broader export market opportunities. Joint ventures are particular effective for absorbing and learning technology as there is an inherent transfer of processes, skills training and product knowledge associated with daily operations on shared projects. 

Policies that reserve sectors for domestic investors, provide incentives to train and upgrade the local labour force, and use domestic raw materials can also be coupled with green procurement policies to create synergies for clean technology development.

Source: www.iisd.org