This document discusses the nature of corporate entrepreneurship. It defines entrepreneurship as bringing together unique resources to exploit opportunities and create value. It also discusses common myths about entrepreneurship, such as the ideas that entrepreneurs are born not made or that ignorance is beneficial. Additionally, it examines models of the entrepreneurial process and different models of corporate entrepreneurship, including domain, interactive, and strategic integration models.

1. Nature of Corporate
Entrepreneurship
Chapter 2
 Entrepreneurial Revolution
 Entrepreneurship Defined
 Entrepreneurial Myths
 Entrepreneurial Process
 Nature of Corporate Entrepreneurship

2. Entrepreneurial Revolution
 Drivers
 Results

3. Entrepreneurship
 Definition
 Process of creating value by bringing
together a unique package of resources to
exploit an opportunity
 Key Components

4. Entrepreneurial Myths
 Entrepreneurs are born, not made
 Entrepreneurship is about invention
 Entrepreneur profile
 All you need is luck to be an
entrepreneur
 Entrepreneurs are extreme risk-takers
(gamblers)

5. Entrepreneurial Myths
(Continued)
 Entrepreneurs are academic and social
misfits
 All entrepreneurs need is money
 Ignorance is bliss for entrepreneurs
 The high failure rate myth
 Entrepreneurship isunstructured and
chaotic

6. Entrepreneurial Process
 Fundamental Elements
 Assessment Approach (Figure 2.1)
 Integrative Approach (Figure 2.2)

7. Nature of Corporate
Entrepreneurship
 Defining the Concept
 Three Models
 Domain Model (Guth & Ginsberg)
 Interactive Model (Hornsby, et. al.)
 Strategic Integration Model (Covin &
Slevin)