How Corporate Entrepreneurship Practices Impact Innovation—A Pilot Study

Figures & data

Figure 1. Innovation Ambition Matrix (adapted from Nagji and Tuff 2012)

Figure 2. Corporate Entrepreneurship Model

Table 1. Interviewee participant profiles

Organization	Title	Industry	Revenue (billions)	Employees
Corporation A	Manager, Corporate Innovation	Chemicals, IT, Medical Devices, Life Sciences	Private	8,000
Corporation B	Director, Partnerships	Plastics and Rubber	$24b	124,000
Corporation C	Principal Investigator–Value Chain Innovation	Packaging	$5.5b	16,500
Corporation D	Sr. Manager, Tech Scouting	Chemicals	$80b	111,000
Corporation E	Director, Technology	Healthcare	$155b	350,000
Corporation F	VP, Head of Global Digital Marketing and Tail Product Strategy	Healthcare	$18b	38,000
University A	Associate Professor of Business
University B	PhD Researcher, Corporate Entrepreneurship

Figure 3. Corporate entrepreneurship profiles in three industries (adapted from Nagji and Tuff 2012)

Figure 4. IRI research respondents’ corporate entrepreneurship profiles

Figure 5. Involvement of internal organization in three stages of innovation

Rick Stachel is an assistant professor of business and healthcare administration at Gannon University’s Dahlkemper School of Business.

Lou Musante is an adjunct professor of corporate entrepreneurship at the Carnegie Mellon University Tepper School of Business, Corporate Startup Lab.

Table 2. Internal budgetary sources for adjacent and transformational innovation

	Adjacent*	Transformational*
Corp R&D	33%	35%
Corporate Venturing	31%	25%
BU R&D	30%	17%
Other	13%	15%
Marketing	11%	5%
IT	7%	3%

* Note: “Adjacent” and “Transformational” columns add to more than 100 percent because respondents were permitted to choose more than one source.

Table 3. Outside-in corporate venturing usage and effectiveness

	Usage Rate	Effectiveness
Mergers & Acquisitions	86%	8.2
University Contracts	71%	7.8
Joint Ventures	71%	6.2
IP In-Licensing	57%	3.8
R&D Consortia	57%	8.3
Idea Incubators (internal)	57%	8.5
Open Innovation and Crowdsourcing (internal)	57%	7.3
Divestures	43%	7.0
Business Accelerators (internal)	43%	6.3
IP Out-Licensing	29%	4.0
Corporate Venture Capital	29%	5.0
Business Accelerators (external)	29%	7.0
Open Innovation and Crowdsourcing (external)	29%	7.5
Idea Incubators (external)	14%	9.0
Corporate Spinoffs	14%	7.0
Reverse Innovation Pitches	0%	0.0

Table 4. Inside-out corporate venturing—usage and effectiveness

	Usage Rate	Effectiveness
Joint Ventures	86%	5.0
Corporate Spinoffs	43%	4.7
Divestures	43%	6.7
Idea Incubators (internal)	43%	8.3
IP Out-Licensing	29%	4.5
Open Innovation and Crowdsourcing (internal)	29%	9.0
Business Accelerators (internal)	14%	10.0

Nagji, B., and Tuff, G. 2012. Managing your innovation portfolio. Harvard Business Review 90(5): 66–74. https://hbr.org/2012/05/managing-your-innovation-portfolio

 Web of Science ®Google Scholar