ABSTRACT
Introduction Entrepreneurial endeavors are not limited to individual eorts in matching environmental opportunities and resources to create wealth. Since “entrepreneurial attitudes and behaviors are necessary for rms of all sizes to prosper and ourish” (Barringer and Bluedorn, 1999: 256), modern corporations are systematically challenged to nd new ways of serving markets, innovating new products, and dynamically organizing resources and capabilities in order to foster entrepreneurship as an enduring organizational behavior (Busenitz and Barney, 1997). In the domain of entrepreneurship, scholars are increasingly interested in investigating the phenomenon of corporate entrepreneurship (CE) as the set of entrepreneurial activities and strategies that rms can leverage to prosper and grow, developing from start-up to the maturity phase when the rm has to rejuvenate itself to survive (Kuratko, Hornsby, and Montagno, 1990; Markides, 1998; Hitt et al., 1999; Stringer, 2000). The overarching framework of CE, as suggested by Sharma and Chrisman (1999), comprehensively integrates innovation, corporate venturing, and strategic renewal. These entrepreneurial activities also have positive eects on rm performance (Kuratko, Hornsby, and Montagno, 1990; McGrath, Venkataraman, and MacMillan, 1992; Knight, 1997; Zahra, Nielsen, and Bogner, 1998). Most important, CE represents a source of constant renewal and allows repeated acts of entrepreneurship through a rm’s development pattern.
