Entrepreneurship is a vast topic and most interesting one so this is a exciting type of Entrepreneurship where we know about corporate related.

1. Corporate
Entrepreneurship
a Strategic
and Structural
Perspective

2. PRESENTED BY
M. HASSAN
University of Agriculture
Faisalabad

3. CORPORATE ENTREPRENEURSHIP
According to Zahra corporate
entrepreneurship refers to the process of
creating new business within established
firms to improve organisational
profitability and enhance a firm’s
competitive position or the strategic
renewal of existing business

4.  Abstract
 Introduction
 Domain of corporate Entrepreneurship
 Corporate Entrepreneurship and Strategic management
 Organisational Types
 Framework of Corporate Entrepreneurship
 Conclusion
CONTENTS

5. Abstract
Why some firms are able to generate higher level of corporate
entrepreneurship than others ?
The creation of corporate activity is difficult.
Researcher Examined firm strategy , organisation and external
Environment
How to compete in diferent Environment
Which Corpoate Entrepreneurship activities are superior performance.

7. Micro Environments:
Suppliers
Customers
Marketing
Financiers
Public Perceptions

8. Macro Environments:
Demographic Environment
Economic Environment
Natural Environment
Technical Environment
Political Environment
Cultural Environment

9. Introduction
• Entrepreneurship is the ability to develop, organize and run a business
enterprise along with any of its uncertainties in order to make a profit. The
most prominent example of entrepreneurship is the starting of new
businesses.
• Authors use many terms to refer to different aspects of corporate
entrepreneurship.
• intrapreneurship (Kuratko et al., 1990)
• corporate ventures (Ellis and Taylor, 1987)
• venture management (Veciana, 1996)
• new ventures (Roberts, 1980)

10. Domain of
Corporate
Entrepreneurship

11. Domain
Internal activities
External activities

12. Internal Activities
Improve the internal activities of the organization
Staff Services
Technologies
Production methods
Product
Process
Administrative Innovation

13. Strategies Modes
Administrative(managementof research and development)
Opportunistic (search and exploitation)
Imitative (internalization of an external development, technical
or organizational)
Acquisitive (acquisitions and mergers, divestments)
Incubative (formation of semi-autonomous units within existing
organization)

14. External Activities
Process of combining resources dispersed in the
environment by individual entrepreneurs with his or her
own unique resources to create a new resource
combination independent of all others.

15. Cont
formal and informal aspects of corporate venturing.
Corporate entrepreneurship is not confined to a particular
business size or a particular stage in an organization's life cycle.

16. Corporate
Entrepreneurship and
Strategic Management

17. Types of Corporate Entrepreneurship
Creation of new business within an existing organization corporate venturing or
intrapreneurship.
Transformation or renewal of existing organizations.
Changes the rules of competition.

18. STRATEGIC BEHVIOUR
AND CORPORATE
ENTREPRENEURSHIP

19. According to burgelman (1983)
corporate entreprenureship is an important source of
strategic behaviour.

20. A Model of Interaction of Strategic
Behaviour

21. Inducted strategic Behaviour
Autonomous Strategic Behaviour

22. Autonomous strategic behaviour is a bottom- up process in which
product champions
-Pursue new ideas, often through a political process
- Develop and coordinate the commercialization of a new good or
service until it achieves success in the marketplace

23. Inducted strategic behaviour is a top-down process whereby
- The firm’s current strategy and structure foster product innovations
- innovations are associated closely with that strategy and structure
.

24. :
Miles & Snow's (1978) typology classifies firms into four distinct
groups, these are given below.
1) Defenders
2) Prospectors
3) Analyzers
4) Reactors
Corporate Entrepreneurship and
Organizational Types

25. A Reinterpretation of the Miles & Snow
and Mintzberg Typologies
EMPHASIS ON
INDUCED
STRATEGIC
BEHAVIOUR

26. A FRAMEWORK FOR MAPPING CORPORATE
ENTREPRENEURSHIP
Five classes identified:
ENVIRONMENTAL INFLUENCES CORPORATE ENTREPRENEURSHIP
STRATEGIC LEADERS INFLUENCE CORPORATE ENTREPRENEURSHIP
ORGANIZATTION INFLUENCE CORPORATE ENTREPRENEURSHIP
ORGANISATIONAL PERFORMANCE INFLUENCE CORPORATE ENTREPRENEURSHIP
CORPORATE ENTREPRENEURSHIP INFLUENCE PERFORMANCE

27. INTEGRATING CONCEPTUAL MODEL
DYNAMINISM
HOSTALITY
HETEROGEITY

29. CONCLUSION
Future studies explore potential causal chain among variables.
There is a need to explore how the relevant environmental
dimensions of the proposed model influence corporate
entrepreneurship