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/