Creating corporate entrepreneurship

This paper demonstrates how the various types of corporate entrepreneurship-individual managers, business renewal and Schumpeterian, or industry, leadership-share five `bundles' of attributes. Each type can exist in one firm, though at different times as the common attributes change their role and relative importance. External and internal triggers for change are examined for a sample of 10 firms in 4 European industries. The data suggest a provocative conclusion: troubled firms in hostile environments can shed past behaviors, adopt policies fostering entrepreneurship and accumulate innovative resource bundles that provide a platform on which industry leadership can be built.