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Journal ArticleDOI

U.S. industrial intracorporate entrepreneurship practices

J. C. Susbauer
- 01 Jun 1973 - 
- Vol. 3, Iss: 3, pp 145-150
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TLDR
In this article, the authors report the intracorporate entrepreneurial program (ICEP) practices, or ''venture management'' activities, of 210 American industrial firms and reveal a growing concern among US industrial enterprises about increasing competition and outlines a viable action-oriented response to these competitive pressures.
Abstract
This article reports the intracorporate entrepreneurial program (ICEP) practices, or‘venture management’ activities, of 210 American industrial firms. The survey reveals a growing concern among US. industrial enterprises about increasing competition and outlines a viable action-oriented response to these competitive pressures. Motives for creating long-term resource commitments to the creation of new product ventures and new technology divisions in existing companies are explored. A preliminary assessment is made of the effect of such programs on the human resources and performance measures of the organization. A cautious optimism for the successful continued growth of such programs is argued.

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Cultural influences on national rates of innovation

TL;DR: The authors examined the effect of the cultural values of individualism, power distance, uncertainty avoidance, and masculinity on national rates of innovation in 33 countries in 1975 and 1980, and found that the strength of the relationship between innovation and two cultural values were stronger in 1975 than in 1980, suggesting, perhaps, that these values are becoming less important in spurring the innovation process.
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Why do some societies invent more than others

TL;DR: The authors examined the relationship between cultural values and the innovativeness and inventiveness of a society and found that individualistic and non-hierarchical societies are more inventive than other societies.
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Raising Radicals: Different Processes for Championing Innovative Corporate Ventures

Diana L. Day
- 01 May 1994 - 
TL;DR: In this paper, the authors investigated the types of championing processes that explain the innovativeness of 136 internal corporate ventures and found that both bottom-up and top-down champions are suitable for developing innovative ventures.
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Strategic management: New ventures and small business

TL;DR: In this article, the authors examine the factors influencing the formulation and implementation of strategy in new and small firms and show that small businesses vary substantially in their resource positions, the goals of their founders and their potential.
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Smfs inter firm relationships and technological change

TL;DR: There is a variety of inter-firm relationships of varying intensity and duration involving large firm-large firm, large firm small firm, and small firm-small firm interchanges.
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