The innovation of products, services and processes and the formation
of new business enterprises are crucially important to every economy. Innovation
and new business development can be initiated by independent individuals
or by existing enterprises. The first is referred to as (independent) entrepreneurship,
the latter as corporate entrepreneurship. Corporate entrepreneurship is
ever more considered as a valuable instrument for rejuvenating and revitalizing
existing companies. It is brought into practice as a tool for business development,
revenue growth, and profitability enhancement and for pioneering the development
of new products, services and processes. Corporate entrepreneurship is often
defined as a process that goes on inside an existing firm and that may lead
to new business ventures, the development of new products, services or processes
and the renewal of strategies and competitive postures. As such, it can
be seen as the sum of a company’s innovation, venturing and renewal efforts.
Corporate entrepreneurial advantages (ventures, innovation and renewal)
can be created relying on tangible (e.g. physical, financial and labour
resources) and intangible resources (e.g. human, social and intellectual
capital). Intangible resources are becoming ever more salient, especially
in highly innovative and emerging industries. Whereas human capital is concerned
with the capabilities, knowledge, skills and experience of employees, intellectual
capital refers to collectively embodied, organizational knowledge and social
capital is described as an asset incorporated in social networks. However,
the role of intangible resources has been under investigated in corporate
entrepreneurship and innovation research. Corporate entrepreneurship and
innovation research of the Research Centre for Organisation Studies group
aims at bridging this gap by means of several research projects. One project
focuses on the role of inter-organizational collaboration in the context
of innovation. A second project develops a behavioural model of corporate
entrepreneurship, incorporating tangible as well as intangible resources
that can be deployed to create corporate entrepreneurial advantages.
The innovation performance of firms
- Faems D. (2006).
Collaboration for innovation: Processes of governance and
learning in R&D alliances. Doctoral Dissertation. Katholieke
- Faems D., Janssens M., Bouwen R. & Van Looy B. (2006).
Governing explorative R&D alliances: Searching for effective
strategies. Management Revue, 17: 9-29.
- Faems D., Van Looy B. & Debackere K. (2005). The role of
inter-organizational collaboration within innovation strategies:
towards a portfolio approach. Journal of Product Innovation
Management, 22: 238-251.
- Maes J., Van de Velde E., Clarysse B. & Sels L. (2006). Het
niet gerealiseerde groeipotentieel van Vlaamse ondernemingen
onder de vorm van corporate spin-offs, in Clarysse B. (ed.):
Durven groeien in Vlaanderen: een boek voor gevorderden.
Roularta Books, Roeselare, pp. 145 - 166.
- Maes J. (2006).
Corporate entrepreneurship: an integrative analysis of a
resource-based model. Evidence from Flemish enterprises.
Doctoral dissertation. Katholieke Universiteit Leuven.
- Maes J.,
Sels L. & De Winne S.
as a corporate entrepreneurial outcome in newly established firms: a human
resource-based view. DTEW Research Report 0504, K.U.Leuven,
- Maes J. (2003).
The search for corporate entrepreneurship: a clarification of the concept
and its measures. Working paper Steunpunt Ondernemerschap, Ondernemingen
en Innovatie (Policy Research Center on Entrepreneurship, Enterprises
and Innovation) (September 2003). pp 39.