ABSTRACT
Entrepreneurial behaviours within established firms imply a degree of employee autonomy that can make management problematic. This chapter discusses a major impact on organisational dynamics and outcomes, as well as on resources, the organisational and managerial tools that need to be deployed in order to foster Corporate Entrepreneurship. Stopford and Baden-Fuller (1994) distinguish three stages of entrepreneurial development, corresponding to top management's growing level of commitment to Corporate Entrepreneurship. The careful analysis of the Corporate Entrepreneurship implementation cases has led us to take a different stance. Extant literature strongly emphasises the all-important role of top managers in encouraging Corporate Entrepreneurship. Managers who wish to foster Corporate Entrepreneurship explicitly look for employees who are "self-starters", "creative", "passionate" and "well-connected". Contrary to the widely held belief that Corporate Entrepreneurship is all about creativity, project assessment and selection mechanisms play an important role in the implementation of Corporate Entrepreneurship.
