Corporate entrepreneurship and innovation


Companies increasingly realize that a creating and sustaining a competitive edge requires them to think and act like entrepreneurs. Many companies, such as Google, 3M, or Bertelsmann, therefore equip selected employees with the space and resources to become intrapreneurs. Other companies see the spawning of corporate spin-offs as an integral part of their strategy, court innovative start-ups, or even go ‘start-up shopping’ from time to time. Although utterly promising, pursuing entrepreneurial strategies can also be risky and costly.

Core themes

1. Why, when, and how are different modes of corporate entrepreneurship, i.e., strategic entrepreneurship and/or corporate venturing, used?

2. Why, when, and how does corporate entrepreneurship lead to a sustained competitive advantage for companies?

3. Why, when, and how can public universities effectively employ concepts of corporate entrepreneurship?

Exemplary publications

Walter, S. G. & Block, J. H. (2016). Outcomes of Entrepreneurship Education: An Institutional Perspective. Journal of Business Venturing 31 (2), 216-233.

PhD projects

Tietze, F. (2017-ongoing). Effects of Corporate Venture Capital Syndication.