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<title>Corporate Entrepreneurship - Business Exchange</title>
<subtitle>Most Active Articles</subtitle>
<link href="http://bx.businessweek.com/corporate-entrepreneurship/most-active/feed" rel="self"/>
<link href="http://bx.businessweek.com/corporate-entrepreneurship"/>
<updated>2009-11-25T16:48:20.648-05:00</updated>
<author>
<name>Business Exchange</name>
<email>Business_Exchange@businessweek.com</email>
</author>
<id>urn:com:businessweek:bx:topic:most-active:corporate-entrepreneurship</id>
<bx:suggester>
<bx:fullname>Susan Foley</bx:fullname>
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<entry>
<title>Shrinking Business</title>
<link href="/corporate-entrepreneurship/shrinking-business/3850881978144459819-01c1db8e500f4f04422c644ef1682d84/"/>
<id>urn:com:businessweek:bx:article:3850881978144459819-01c1db8e500f4f04422c644ef1682d84</id>
<updated>2009-11-16T09:02:08.481-05:00</updated>
<summary>The worry is that without a meaningful upturn in U.S. sales, cost-cutting can only boost profits so long.
</summary>
<content type="html">The worry is that without a meaningful upturn in U.S. sales, cost-cutting can only boost profits so long.
</content>
<source>
<title>Coaching Tip: The Leadership Blog</title>
</source>
<bx:external-link>http://www.coachingtip.com/2009/11/shrinking-business.html</bx:external-link>
<bx:adder>
<bx:fullname>John Agno</bx:fullname>
<bx:id>jagno444</bx:id>
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</entry>
<entry>
<title>Intrapreneurship and Open Innovation for Small Business</title>
<link href="/corporate-entrepreneurship/intrapreneurship-and-open-innovation-for-small-business/11991553853001297323-301e323e993fd8c53ede49629a1ef000/"/>
<id>urn:com:businessweek:bx:article:11991553853001297323-301e323e993fd8c53ede49629a1ef000</id>
<updated>2009-10-16T09:04:11.158-04:00</updated>
<summary>I have been asked to present my views on how small and medium-sized companies can move to the next level by implementing open innovation and intrapreneurship. I am still working on the presentation, but below you can see some bullet-points I plan to...</summary>
<content type="html">I have been asked to present my views on how small and medium-sized companies can move to the next level by implementing open innovation and intrapreneurship. I am still working on the presentation, but below you can see some bullet-points I plan to...</content>
<source>
<title>business-strategy-innovation.com</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/10/intrapreneurship-and-open-innovation.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
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</entry>
<entry>
<title>The Other Innovation Guru at Harvard Business School</title>
<link href="/corporate-entrepreneurship/the-other-innovation-guru-at-harvard-business-school/4465494021194854414-c2b753f50e7a8bfc82c21dc3efefca87/"/>
<id>urn:com:businessweek:bx:article:4465494021194854414-c2b753f50e7a8bfc82c21dc3efefca87</id>
<updated>2009-10-16T09:07:59.979-04:00</updated>
<summary>A colleague asked me, &quot;Who is that innovation guru at the Harvard Business School?&quot; That&#39;s easy: Dr. Teresa Amabile Dr. Amabile heads the Entrepreneurial Management Unit at Harvard Business School and is the only tenured professor at a top school to...</summary>
<content type="html">A colleague asked me, &quot;Who is that innovation guru at the Harvard Business School?&quot; That&#39;s easy: Dr. Teresa Amabile Dr. Amabile heads the Entrepreneurial Management Unit at Harvard Business School and is the only tenured professor at a top school to...</content>
<source>
<title>Blogging Innovation</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/10/other-innovation-guru-at-harvard.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
</bx:adder>
<bx:action>
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</entry>
<entry>
<title>Can entrepreneurs lead us out of this crisis?</title>
<link href="/corporate-entrepreneurship/can-entrepreneurs-lead-us-out-of-this-crisis/8984132349369810596-1743e11e2616791111cd21a99142288e/"/>
<id>urn:com:businessweek:bx:article:8984132349369810596-1743e11e2616791111cd21a99142288e</id>
<updated>2009-10-01T11:42:01.981-04:00</updated>
<summary>I agree with Tom Hayes and Michael Malone in their belief that &quot;Entrepreneurs Can Lead Us Out of the Crisis.&quot; Why? Because entrepreneurs have the agility, flexibility, and grit to make change happen. Innovation is the chief tool of the entrepreneur.</summary>
<content type="html">I agree with Tom Hayes and Michael Malone in their belief that &quot;Entrepreneurs Can Lead Us Out of the Crisis.&quot; Why? Because entrepreneurs have the agility, flexibility, and grit to make change happen. Innovation is the chief tool of the entrepreneur.</content>
<source>
<title>Blogging Innovation</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/10/can-entrepreneurs-lead-us-out-of-this.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
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</entry>
<entry>
<title>Are Startups overrated? Are intrapreneurs better bets?</title>
<link href="/corporate-entrepreneurship/are-startups-overrated-are-intrapreneurs-better-bets/3121749057788678896-70471074766f41e5f92f6fdbe9e1eeb1/"/>
<id>urn:com:businessweek:bx:article:3121749057788678896-70471074766f41e5f92f6fdbe9e1eeb1</id>
<updated>2009-09-18T12:23:03.953-04:00</updated>
<summary>Startups are great because they create growth and lots of jobs so let&#39;s pour lots of private and government money into programs that create more startups. Entrepreneurs and startups kick ass! This is the common wisdom in most countries. Does it hold?</summary>
<content type="html">Startups are great because they create growth and lots of jobs so let&#39;s pour lots of private and government money into programs that create more startups. Entrepreneurs and startups kick ass! This is the common wisdom in most countries. Does it hold?</content>
<source>
<title>business-strategy-innovation.com</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/09/are-startups-overrated-are.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
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<bx:action>
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</entry>
<entry>
<title>Macroeconomic Policy Applications </title>
<link href="/corporate-entrepreneurship/macroeconomic-policy-applications-/1049522687775281348-7c5c9a3192caee158e81299f8d2928d6/"/>
<id>urn:com:businessweek:bx:article:1049522687775281348-7c5c9a3192caee158e81299f8d2928d6</id>
<updated>2009-10-01T13:23:15.962-04:00</updated>
<summary>With the Bear Stearns forced merger it appeared that the Federal Reserve and the Treasury had settled on a policy: they would punish as severely as they could the shareholders of and the managers at institutions too-big-to-fail that required rescue, but they would insulate bondholders and counterparties. The incentives to avoid bankruptcy would thus be concentrated on those who actually had power to do something to manage organizational risk.</summary>
<content type="html">With the Bear Stearns forced merger it appeared that the Federal Reserve and the Treasury had settled on a policy: they would punish as severely as they could the shareholders of and the managers at institutions too-big-to-fail that required rescue, but they would insulate bondholders and counterparties. The incentives to avoid bankruptcy would thus be concentrated on those who actually had power to do something to manage organizational risk.</content>
<source>
<title>macroeconomicpolicy.blogspot.com</title>
</source>
<bx:external-link>http://macroeconomicpolicy.blogspot.com/</bx:external-link>
<bx:adder>
<bx:fullname>Charles Derry</bx:fullname>
<bx:id>cderry940</bx:id>
<bx:link href="http://bx.businessweek.com/profile/charles-derry/cderry940/"/>
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</entry>
<entry>
<title>What Is Intrapreneurship? How Different Is It From Entrepreneurship?</title>
<link href="/corporate-entrepreneurship/what-is-intrapreneurship-how-different-is-it-from-entrepreneurship/17956967199033197927-edc98dd638db808b21dc67dfe9c9cf8e/"/>
<id>urn:com:businessweek:bx:article:17956967199033197927-edc98dd638db808b21dc67dfe9c9cf8e</id>
<updated>2009-06-05T15:33:28.071-04:00</updated>
<summary>What Is Intrapreneurship? How Different Is It From Entrepreneurship? May.23, 2009 in Uncategorized Well, it is true that turning into an entrepreneur could be one of the most satisfying things for any person but have you ever thought that if...</summary>
<content type="html">What Is Intrapreneurship? How Different Is It From Entrepreneurship? May.23, 2009 in Uncategorized Well, it is true that turning into an entrepreneur could be one of the most satisfying things for any person but have you ever thought that if...</content>
<source>
<title>dailynewsbusiness.com</title>
</source>
<bx:external-link>http://www.dailynewsbusiness.com/2009/05/23/what-is-intrapreneurship-how-different-is-it-from-entrepreneurship/</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
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<bx:action>
<bx:total>16</bx:total>
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</entry>
<entry>
<title>Stacking the Deck in Favor of Innovation, Part 2</title>
<link href="/corporate-entrepreneurship/stacking-the-deck-in-favor-of-innovation-part-2/18072519255966445014-551156377e7d5b4d8f4fed4516d6433f/"/>
<id>urn:com:businessweek:bx:article:18072519255966445014-551156377e7d5b4d8f4fed4516d6433f</id>
<updated>2009-09-23T13:57:13.165-04:00</updated>
<summary>Interview with Dave Siegel, co-author of Innovation: Myths and Mythstakes, Marketing to the New SuperConsumer, and The Great Tween Buying Machine.</summary>
<content type="html">Interview with Dave Siegel, co-author of Innovation: Myths and Mythstakes, Marketing to the New SuperConsumer, and The Great Tween Buying Machine.</content>
<source>
<title>ideaconnection.com</title>
</source>
<bx:external-link>http://www.ideaconnection.com/articles/00141-Stacking-the-Deck-in-Favor-of-Innovation-Part-2.html.html</bx:external-link>
<bx:adder>
<bx:fullname>Eric Tsai</bx:fullname>
<bx:id>etsai275</bx:id>
<bx:link href="http://bx.businessweek.com/profile/eric-tsai/etsai275/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
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</entry>
<entry>
<title>Start-ups Don&#39;t Starve, They Drown</title>
<link href="/corporate-entrepreneurship/start-ups-dont-starve-they-drown/353838053037503970-3cf12bc023e8b261c1d5231ffd1df99d/"/>
<id>urn:com:businessweek:bx:article:353838053037503970-3cf12bc023e8b261c1d5231ffd1df99d</id>
<updated>2009-09-15T16:16:41.739-04:00</updated>
<summary>A former colleague who worked with me at a couple different start-ups had this quote at the top of his white board at all times: &quot;Start-ups don&#39;t starve, they drown.&quot; The point is simple - very few of our organizations have a lack of opportunity, or...</summary>
<content type="html">A former colleague who worked with me at a couple different start-ups had this quote at the top of his white board at all times: &quot;Start-ups don&#39;t starve, they drown.&quot; The point is simple - very few of our organizations have a lack of opportunity, or...</content>
<source>
<title>business-strategy-innovation.com</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/09/start-ups-dont-starve-they-drown.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
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</entry>
<entry>
<title>50 Ways to Foster a Sustainable Culture of Innovation</title>
<link href="/corporate-entrepreneurship/50-ways-to-foster-a-sustainable-culture-of-innovation/4375810022157216439-04f56a061e4011620d37e7b18609024d/"/>
<id>urn:com:businessweek:bx:article:4375810022157216439-04f56a061e4011620d37e7b18609024d</id>
<updated>2009-08-13T04:03:31.546-04:00</updated>
<summary>The key is closing the gap between theory and practice. Words are cheap. It&#39;s easy to wax poetic about &quot;culture change.&quot; It&#39;s quite another thing to make it happen.
Still, the effort is worth it.</summary>
<content type="html">The key is closing the gap between theory and practice. Words are cheap. It&#39;s easy to wax poetic about &quot;culture change.&quot; It&#39;s quite another thing to make it happen.
Still, the effort is worth it.</content>
<source>
<title>ideachampions.com</title>
</source>
<bx:external-link>http://www.ideachampions.com/weblogs/archives/2009/08/50_ways_to_fost_1.shtml</bx:external-link>
<bx:adder>
<bx:fullname>Eric Tsai</bx:fullname>
<bx:id>etsai275</bx:id>
<bx:link href="http://bx.businessweek.com/profile/eric-tsai/etsai275/"/>
</bx:adder>
<bx:action>
<bx:total>7</bx:total>
<bx:view>5</bx:view>
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</entry>
<entry>
<title>The Top Entrepreneurs of the Last 100 Years</title>
<link href="/corporate-entrepreneurship/the-top-entrepreneurs-of-the-last-100-years/5957390808973065883-500438752ae51ac6110631f8c11ea04c/"/>
<id>urn:com:businessweek:bx:article:5957390808973065883-500438752ae51ac6110631f8c11ea04c</id>
<updated>2009-08-05T12:00:06.291-04:00</updated>
<summary>Where is Bill Bowerman? He helped found Nike as much as Phil Knight did. Hell, Nike even created a shoe series called the &quot;Bowerman Series&quot; after him. I&#39;d think he would appear on this list over Phil Knight...</summary>
<content type="html">Where is Bill Bowerman? He helped found Nike as much as Phil Knight did. Hell, Nike even created a shoe series called the &quot;Bowerman Series&quot; after him. I&#39;d think he would appear on this list over Phil Knight...</content>
<source>
<title>focus.com</title>
</source>
<bx:external-link>http://www.focus.com/fyi/other/top-entrepreneurs-last-100-years/</bx:external-link>
<bx:adder>
<bx:fullname>Trevor Usken</bx:fullname>
<bx:id>tusken827</bx:id>
<bx:link href="http://bx.businessweek.com/profile/trevor-usken/tusken827/"/>
</bx:adder>
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</entry>
<entry>
<title>Five Key Characteristics of an Entrepreneur</title>
<link href="/corporate-entrepreneurship/five-key-characteristics-of-an-entrepreneur/14287183076687591764-c38c6e5def7f34d62d77621f379566dc/"/>
<id>urn:com:businessweek:bx:article:14287183076687591764-c38c6e5def7f34d62d77621f379566dc</id>
<updated>2009-09-08T12:55:48.875-04:00</updated>
<summary>I briefly followed a Twitter conversation yesterday afternoon that attempted to define what a real entrepreneur is. It stemmed from one individual&#39;s frustration that some small company employees considered themselves entrepreneurs, even though they...</summary>
<content type="html">I briefly followed a Twitter conversation yesterday afternoon that attempted to define what a real entrepreneur is. It stemmed from one individual&#39;s frustration that some small company employees considered themselves entrepreneurs, even though they...</content>
<source>
<title>business-strategy-innovation.com</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/09/five-key-characteristics-of.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
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</entry>
<entry>
<title>Wallstreet Mortgage Company: The come-back story </title>
<link href="/corporate-entrepreneurship/wallstreet-mortgage-company-the-come-back-story-/10082785948102683090-52c50abe75a94729ffa458a4111ab0b6/"/>
<id>urn:com:businessweek:bx:article:10082785948102683090-52c50abe75a94729ffa458a4111ab0b6</id>
<updated>2009-08-05T15:46:21.225-04:00</updated>
<summary>Due to a downturn in the real estate market, WMC was looking for new ways to attract potential borrowers. In the past, the company’s marketing efforts had included a variety of tactics: newspaper and radio advertising, the Yellow Pages, regional real estate web sites and local sponsorships. However, none of these efforts were producing the desired results.
</summary>
<content type="html">Due to a downturn in the real estate market, WMC was looking for new ways to attract potential borrowers. In the past, the company’s marketing efforts had included a variety of tactics: newspaper and radio advertising, the Yellow Pages, regional real estate web sites and local sponsorships. However, none of these efforts were producing the desired results.
</content>
<source>
<title>online-advertising-guru.blogspot.com</title>
</source>
<bx:external-link>http://online-advertising-guru.blogspot.com/2009/08/wallstreet-mortgage-company-come-back.html</bx:external-link>
<bx:adder>
<bx:fullname>Sam Miles</bx:fullname>
<bx:id>smiles932</bx:id>
<bx:link href="http://bx.businessweek.com/profile/sam-miles/smiles932/"/>
</bx:adder>
<bx:action>
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</entry>
<entry>
<title>Innovation Perspectives - Leveraging Intrapreneurs</title>
<link href="/corporate-entrepreneurship/innovation-perspectives---leveraging-intrapreneurs/6244389671760617536-1da15767facd7d46b38526aeae28a0c6/"/>
<id>urn:com:businessweek:bx:article:6244389671760617536-1da15767facd7d46b38526aeae28a0c6</id>
<updated>2009-08-18T18:44:31.334-04:00</updated>
<summary>This is the second of several &#39;Innovation Perspectives&#39; articles we will publish this week from multiple authors to get multiple perspectives on The Importance of Innovation Strategy. On the heels of Braden Kelley&#39;s kickoff, here is another...</summary>
<content type="html">This is the second of several &#39;Innovation Perspectives&#39; articles we will publish this week from multiple authors to get multiple perspectives on The Importance of Innovation Strategy. On the heels of Braden Kelley&#39;s kickoff, here is another...</content>
<source>
<title>Blogging Innovation</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/08/innovation-perspectives-leveraging.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
</bx:adder>
<bx:action>
<bx:total>4</bx:total>
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</entry>
<entry>
<title>Five Tips for Creating High-Impact Online Video Ads</title>
<link href="/corporate-entrepreneurship/five-tips-for-creating-high-impact-online-video-ads/3313327445669411398-68ca0783936b261e1b3c26c1260f2887/"/>
<id>urn:com:businessweek:bx:article:3313327445669411398-68ca0783936b261e1b3c26c1260f2887</id>
<updated>2009-08-13T09:27:05.896-04:00</updated>
<summary>Smaller advertisers are beginning to use simple online video ads, tagged and indexed for search engine pickup, to connect with local audiences. The question is: how can small companies create the most effective video ads on a budget?</summary>
<content type="html">Smaller advertisers are beginning to use simple online video ads, tagged and indexed for search engine pickup, to connect with local audiences. The question is: how can small companies create the most effective video ads on a budget?</content>
<source>
<title>online-advertising-guru.blogspot.com</title>
</source>
<bx:external-link>http://online-advertising-guru.blogspot.com/2009/08/five-tips-for-creating-high-impact.html</bx:external-link>
<bx:adder>
<bx:fullname>Sam Miles</bx:fullname>
<bx:id>smiles932</bx:id>
<bx:link href="http://bx.businessweek.com/profile/sam-miles/smiles932/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
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</entry>
<entry>
<title>The Corporate Entrepreneur</title>
<link href="/corporate-entrepreneurship/the-corporate-entrepreneur/3327857070079935413-4f709871b3b375726323a458be8fbc9b/"/>
<id>urn:com:businessweek:bx:article:3327857070079935413-4f709871b3b375726323a458be8fbc9b</id>
<updated>2009-06-05T15:16:40.042-04:00</updated>
<summary>Given the importance of corporate vitality and wealth creation in today’s global economy, corporate creativity has generated considerable attention in research. The need now to pursue corporate entrepreneurship has arisen from a variety of pressing problems including technological changes, innovations and improvements in the marketplace, perceived weaknesses in the traditional methods of corporate management, the loss of entrepreneurial-minded employees who are disenchanted with bureaucratic organisations, and growing levels of international competition.</summary>
<content type="html">Given the importance of corporate vitality and wealth creation in today’s global economy, corporate creativity has generated considerable attention in research. The need now to pursue corporate entrepreneurship has arisen from a variety of pressing problems including technological changes, innovations and improvements in the marketplace, perceived weaknesses in the traditional methods of corporate management, the loss of entrepreneurial-minded employees who are disenchanted with bureaucratic organisations, and growing levels of international competition.</content>
<source>
<title>viewthatcounts.blogspot.com</title>
</source>
<bx:external-link>http://viewthatcounts.blogspot.com/2009/05/corporate-entrepreneur.html</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
</bx:adder>
<bx:action>
<bx:total>5</bx:total>
<bx:view>5</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Intrapreneurship or Entrepreneurship?</title>
<link href="/corporate-entrepreneurship/intrapreneurship-or-entrepreneurship/6644674728423774321-50bc76dab0064cfef8c6f80101980259/"/>
<id>urn:com:businessweek:bx:article:6644674728423774321-50bc76dab0064cfef8c6f80101980259</id>
<updated>2009-06-05T15:28:58.923-04:00</updated>
<summary>I explore the factors that determine whether new business opportunities are exploited by
starting a new venture for an employer (‘nascent intrapreneurship’) or independently
(‘nascent entrepreneurship’). Analysis of a nationally representative sample of American
adults gathered in 2005-06 uncovers systematic differences between the drivers of nascent entrepreneurship and nascent intrapreneurship. Nascent entrepreneurs tend to leverage their general human capital and social ties to organize ventures which sell directly to customers, whereas intrapreneurs disproportionately commercialize unique new opportunities which sell to other businesses. Implications of the findings are discussed.</summary>
<content type="html">I explore the factors that determine whether new business opportunities are exploited by
starting a new venture for an employer (‘nascent intrapreneurship’) or independently
(‘nascent entrepreneurship’). Analysis of a nationally representative sample of American
adults gathered in 2005-06 uncovers systematic differences between the drivers of nascent entrepreneurship and nascent intrapreneurship. Nascent entrepreneurs tend to leverage their general human capital and social ties to organize ventures which sell directly to customers, whereas intrapreneurs disproportionately commercialize unique new opportunities which sell to other businesses. Implications of the findings are discussed.</content>
<source>
<title>ftp.iza.org</title>
</source>
<bx:external-link>http://ftp.iza.org/dp4195.pdf</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
</bx:adder>
<bx:action>
<bx:total>4</bx:total>
<bx:view>3</bx:view>
<bx:save>1</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Innovation Nation - Drucker Apps - August 14, 2009</title>
<link href="/corporate-entrepreneurship/innovation-nation---drucker-apps---august-14-2009/916559073027052976-a1581f0911c072b0e3ae0319320c9d54/"/>
<id>urn:com:businessweek:bx:article:916559073027052976-a1581f0911c072b0e3ae0319320c9d54</id>
<updated>2009-08-14T17:22:43.426-04:00</updated>
<summary>During a radio address to the nation earlier this month, President Obama cited innovation as a key factor in the nation&#39;s economic recovery. &quot;Innovation has been essential to our prosperity in the past,&quot; he said, &quot;and it will be essential to our...</summary>
<content type="html">During a radio address to the nation earlier this month, President Obama cited innovation as a key factor in the nation&#39;s economic recovery. &quot;Innovation has been essential to our prosperity in the past,&quot; he said, &quot;and it will be essential to our...</content>
<source>
<title>druckerinstitute.com</title>
</source>
<bx:external-link>http://www.druckerinstitute.com/druckerapps/20090814/index.html</bx:external-link>
<bx:adder>
<bx:fullname>Drucker Institute</bx:fullname>
<bx:id>dinstitute587</bx:id>
<bx:link href="http://bx.businessweek.com/profile/drucker-institute/dinstitute587/"/>
</bx:adder>
<bx:action>
<bx:total>0</bx:total>
<bx:view>0</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Innoveur - entrepreneurship and innovation: Corporate entrepreneurship and innovation</title>
<link href="/corporate-entrepreneurship/innoveur---entrepreneurship-and-innovation-corporate-entrepreneurship-and-innovation/18214461320591670604-8fa8cf360cbb8a0ed28c9bdfc8994b6a/"/>
<id>urn:com:businessweek:bx:article:18214461320591670604-8fa8cf360cbb8a0ed28c9bdfc8994b6a</id>
<updated>2009-06-05T15:19:21.840-04:00</updated>
<summary>Corporate entrepreneurship and innovation is not and never will be easy. While last week I suggested that the marketing director could perhaps attempt to drive innovation, there is nothing to stop anyone in the organisation from attempting to do so.</summary>
<content type="html">Corporate entrepreneurship and innovation is not and never will be easy. While last week I suggested that the marketing director could perhaps attempt to drive innovation, there is nothing to stop anyone in the organisation from attempting to do so.</content>
<source>
<title>innoveur.blogspot.com</title>
</source>
<bx:external-link>http://innoveur.blogspot.com/2009/06/corporate-entrepreneurship-and.html</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
</bx:adder>
<bx:action>
<bx:total>4</bx:total>
<bx:view>4</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Reader Survey: Email Newsletters -- Yea or Nay?</title>
<link href="/corporate-entrepreneurship/reader-survey-email-newsletters----yea-or-nay/12317122436988407648-499f1f11e9bf08b8dd5583d4135112ec/"/>
<id>urn:com:businessweek:bx:article:12317122436988407648-499f1f11e9bf08b8dd5583d4135112ec</id>
<updated>2009-07-24T16:46:20.661-04:00</updated>
<summary></summary>
<content type="html"></content>
<source>
<title>cp20.com</title>
</source>
<bx:external-link>http://cp20.com/Tracking/t.c?7Nat-4drQ-C6xS78</bx:external-link>
<bx:adder>
<bx:fullname>Joy Gendusa</bx:fullname>
<bx:id>jgendusa672</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joy-gendusa/jgendusa672/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Is the Corporate Structure Obsolete?</title>
<link href="/corporate-entrepreneurship/is-the-corporate-structure-obsolete/8611447408427256344-9fcb4b6a702e73269b37fe8b661da6de/"/>
<id>urn:com:businessweek:bx:article:8611447408427256344-9fcb4b6a702e73269b37fe8b661da6de</id>
<updated>2009-06-24T11:34:39.253-04:00</updated>
<summary>We have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?</summary>
<content type="html">We have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?</content>
<source>
<title>ingenesist.com</title>
</source>
<bx:external-link>http://www.ingenesist.com/general-info/is-the-corporate-structure-obsolete.html</bx:external-link>
<bx:adder>
<bx:fullname>Daniel Robles</bx:fullname>
<bx:id>drobles975</bx:id>
<bx:link href="http://bx.businessweek.com/profile/daniel-robles/drobles975/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>In the Trenches: Entrepreneurial Lessons From The Experts</title>
<link href="/corporate-entrepreneurship/in-the-trenches-entrepreneurial-lessons-from-the-experts/17274988555269949126-5f45470b9ec0cc4614f6beaf177a0ef1/"/>
<id>urn:com:businessweek:bx:article:17274988555269949126-5f45470b9ec0cc4614f6beaf177a0ef1</id>
<updated>2009-06-14T21:16:40.360-04:00</updated>
<summary>One of the best ways to grow your business is to learn from and be inspired by those who live in the same trenches. The people who exude what you want to be, who have fought the struggle, and who continue to excel regardless of how times change.</summary>
<content type="html">One of the best ways to grow your business is to learn from and be inspired by those who live in the same trenches. The people who exude what you want to be, who have fought the struggle, and who continue to excel regardless of how times change.</content>
<source>
<title>smallbiztrends.com</title>
</source>
<bx:external-link>http://smallbiztrends.com/2009/06/entrepreneurial-lessons.html</bx:external-link>
<bx:adder>
<bx:fullname>Tamar Weinberg</bx:fullname>
<bx:id>tweinberg492</bx:id>
<bx:link href="http://bx.businessweek.com/profile/tamar-weinberg/tweinberg492/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>PROFITS Principles – Key Tips for the Entrepreneurially Minded Intrapreneur</title>
<link href="/corporate-entrepreneurship/profits-principles--key-tips-for-the-entrepreneurially-minded-intrapreneur/5583510152749667031-3f1321a9597a70761c9976618ace9126/"/>
<id>urn:com:businessweek:bx:article:5583510152749667031-3f1321a9597a70761c9976618ace9126</id>
<updated>2009-06-05T15:32:26.285-04:00</updated>
<summary>Your vision is clear. You know the opportunity exists. You even tested the market and validated customer needs. And now…..2009, the year you expected to launch your new business is fraught with a sagging economy and possibly a recession.</summary>
<content type="html">Your vision is clear. You know the opportunity exists. You even tested the market and validated customer needs. And now…..2009, the year you expected to launch your new business is fraught with a sagging economy and possibly a recession.</content>
<source>
<title>profitsprinciples.com</title>
</source>
<bx:external-link>http://profitsprinciples.com/blog/2009/06/04/profits-principles-%E2%80%93-key-tips-for-the-entrepreneurially-minded-intrapreneur/</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Finding my message - Aspire - unleashing the entrepreneur within</title>
<link href="/corporate-entrepreneurship/finding-my-message---aspire---unleashing-the-entrepreneur-within/12663823897518570509-9a1e0b24720acbca9cfe0d1c84eae311/"/>
<id>urn:com:businessweek:bx:article:12663823897518570509-9a1e0b24720acbca9cfe0d1c84eae311</id>
<updated>2009-06-05T15:22:41.907-04:00</updated>
<summary>A few weeks ago I sat down with a coach friend and worked through some stuff around my business. We talked about my message. I’ll be honest and say that I had thought about my services and my ideal clients but not my message. I could hide behind the fact that coaching is non-directive and therefore I had never thought of myself as having a message but that would probably only be half the truth. The other other is I simply hadn’t thought about it.</summary>
<content type="html">A few weeks ago I sat down with a coach friend and worked through some stuff around my business. We talked about my message. I’ll be honest and say that I had thought about my services and my ideal clients but not my message. I could hide behind the fact that coaching is non-directive and therefore I had never thought of myself as having a message but that would probably only be half the truth. The other other is I simply hadn’t thought about it.</content>
<source>
<title>blog.aspireprograms.com</title>
</source>
<bx:external-link>http://blog.aspireprograms.com/?p=36</bx:external-link>
<bx:adder>
<bx:fullname>Maki Yamasaki</bx:fullname>
<bx:id>myamasaki237</bx:id>
<bx:link href="http://bx.businessweek.com/profile/maki-yamasaki/myamasaki237/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
</feed>