Support and Barriers to Creativity, Innovation, and Corporate Entrepreneurship

This document critically evaluates the support and barriers to creativity, innovation, and corporate entrepreneurship in the context of corporate innovation and entrepreneurship. It explores the organizational support for creativity and innovation, Lewin's Change Model, Kotter 8 step Model of Change, and different styles of leadership. The document also discusses the positive and negative aspects of barriers and provides a framework for overcoming them. The importance of organizational support for creativity and innovation is illustrated through the case of Webasto Group, a family-owned business in the automotive industry.

CORPORATE
INNOVATION AND
ENTREPRENEURSHIP
1

Table of Contents
INTRODUCTION...........................................................................................................................3
Critically evaluate support or barriers to creativity, innovation and corporate entrepreneurship
................................................................................................................................................3
Critically evaluate support or barriers to creativity, innovation and corporate entrepreneurship
................................................................................................................................................5
Organisational support for creativity and innovation.............................................................7
Lewin's Change Model...........................................................................................................9
Kotter 8 step Model of Change............................................................................................10
Different style of leadership.................................................................................................12
CONCLUSION..............................................................................................................................13
REFERENCES................................................................................................................................1
2

INTRODUCTION
The Corporate Innovation and Entrepreneurship (CIENT) major is designed to help the
company develop problem solving and creative thinking skills, along with the ability to spot
trends, recognize opportunities, and develop plans to capitalize on high-potential ideas.
Emerging entrepreneurs and innovative managers of small to large businesses must be competent
in various mediums of communication, have good negotiation skills, lead with ethics and
integrity, and be grounded in business aspects of planning, capital investing, goal setting, and
decision making. Webasto Group based in Stockdorf near Munich has been a family-owned
business ever since the company was founded in 1901. The group operates internationally at over
50 locations (over 30 of these production plants) in the divisions roof and thermo systems.
Webasto is one of the top 100 automotive suppliers worldwide. In 2016 the Group realized a
sales volume of 3.2 billion euros and has more than 12,000 employees. The company´s core
competencies encompass the development, production and sales of complete roof and
convertible systems as well as heating, cooling and ventilation systems for passenger 3 cars,
commercial and special vehicles, recreational vehicles and boats. This report covers issues such
as barriers of creativity, positive and negative aspects of barrier, strategies of the company,
model of changes.
Critically evaluate support or barriers to creativity, innovation and corporate entrepreneurship
Organisational barrier
Feasibility Barrier-
This barrier is linked with the generation of idea and its development. There can be many
ways to give up or make excuses such as company will believe its too expensive to generate an
idea or staff is inappropriate and they don't have eligible skills for the job. These excuses are not
justified. The way to seek an idea which can make a innovation successful can be very expensive
for a company but still Webasto has introduced their portfolio of product at Auto Shanghai. It
takes a lot of effort to generate an idea when the situation of the company is with less resources
or they have an idea but they can not execute it because of the current structure of the company
(Mongelli and Rullani, 2017).
Knowledge Barrier-
3

In order to develop an strategy or bring creativity in the organization one must possess
the required knowledge with himself so that they can figure out the solutions for the
complications. It is difficult to introduce a new method as whenever the team of the company is
up with something they would ask it to make it under the budget which reduces the aspect of
quality in the substance. If they believe that they cannot make it successful then the management
of the company will take a step to pass the job and take the help of resources of another
company. Webasto came up with the appropriate idea of innovation in very less time and the
innovation was creative and can be successfully introduced in the market. The management of
other companies made a mistake and did not see the barrier of knowledge as important. This
barrier is considered as one of the most important barriers which stops an innovation to form
(Patricio, 2017). Engineers of the company had every idea and detail about the innovation but
they were missing out on some necessary steps which they needed to make it successful and take
the innovation forward (Rexhepi and et.al., 2019). This barrier exists in a company because of
the potential of the team on the basis of creativity and it is influenced by the experience and
knowledge of their own and traits and abilities of every individual on the team. To overcome this
barrier there are many ways such as open innovation, swarm intelligence and crowd sourcing or
to take the feedback from customers so that they can know the experience of their customers
from outside the country (Mazzarol and Reboud, 2017).
Regulatory Barrier-
This barrier begins at the early stage of the process of creativity and innovation. The main
reason behind the existence of this barrier is to get stop by the criteria of limit and possibilities or
wait for it to make it too perfect. Company has to quickly adapt the forces and factors which
affects the environment so that they can make the necessary changes in the system but they are
too focused on following the instructions that they won't even consider to try out the new way
which can benefit all (Wagner, 2017). Team working on the aspect of creativity is the one to
create this barrier on their own. If they stop making predictions about the level and outcome of
work then they will be able to reach success. This barrier is also in the laws of the market which
are invisible. For instance many entrepreneurs such as Richard Branson analyse the rules of the
market in order to break them and make strategies. This barrier also takes place when the process
of innovation is to rigid by the management of the company. Teams which are assigned for this
4

specific job follows the guidelines which are set by the company which may not even give
satisfactory results (Manso, 2017).
Contradiction Barrier-
This barrier is the result of forming up when the leadership of the company is not clear.
Managers of the company are admired for their work but they hold on to the factors which are
already existing and which cannot bring change in the market. This barrier lasts till the managers
of the company are uncomfortable with the aspect or idea (Kuratko, 2018).
Barrier of Motivation and Trust-
If the team in the company is not motivated on a continuous basis then they won't put
their efforts for the benefit of the company which will stop the overall growth of the company in
the market (Preuss and Dyerson, 2017). That is the reason why Webasto was able to introduce
innovative ideas in the market as they trusted their staff and they were motivated enough to meet
the goal and objectives of the company (Kuratko, 2017).
Barrier of Acceptance-
If the members of the team are not recognized or rewarded for their work then they will
feel biased and they won't put more focus in work as the team of the company will believe that
anything they do won't reflect their work and they are not getting appreciated for it (Zahra,
Neubaum and Hayton, 2016). Employees of the company expect something in return such as
bonus, reward, recognition or growth in their field so that they can work up to their potential and
if they are avoided then they won't bring creativity into the company (Kreiser and et.al., 2019).
Critically evaluate support or barriers to creativity, innovation and corporate entrepreneurship
Framework for overcoming the barrier
Positive and negative aspects of barrier-
Positive-
Empowerment-
It helps to boost the morale of the employees so that they can work with expected
strength and achieve the goals and objectives of Webasto. Some of the barriers boost their
morale and helps them to take decisions regarding work. By this they will feel superior and take
5

more responsibility of work because all of them wants to be engaged in the role of the company
and no one wants to be avoided (Kohler, 2016).
Collaboration and Teamwork-
Barriers puts pressure on the team which is assigned for the job of bringing innovation
and the team unknowingly starts to divide their work as no member on the team wants to loose
an opportunity by committing an error in work or getting into a conflict will reflect a bad
behaviour of the team. This way they learn to coordinate with each other about the operations
related to work and distribute the work according to their area of expertise. This will make the
work complete in an efficient and effective manner and the members on the team will be
appreciated for it. When they get successful in achieving the goals then they will work again
with each other as they will already have an understanding of the knowledge that each member
possess in the team (Johnson, 2016).
Growth and Development-
Sometimes barriers which are implemented because of the external environment benefits
the company (Provasnek and et.al., 2017). It allows the employees of the company to gain
expertise in new area so that they can add one more area or field of knowledge in their portfolio.
This will also help them to increase their skills and abilities which will help the company to
expand their operations. Webasto has also grew from these barriers and achieve success in the
market. Barriers increases the pressure on the companies which also results in increasing level of
competition (Jiménez-Barrionuevo, Molina and García-Morales, 2019). The psychometric test
need to conducted by the managers of the human resource department which will help them to
measure various characteristics such as the motivation, competencies of the employees,
intellectual abilities etc. On the basis of which they can plan for the growth and development of
the employees.
Negative-
Resistance to change-
It is considered as one of the most common barrier of learning. Employees who have
been working for a long time in the company are the ones who are comfortable with the process
of work and they are not ready to keep up with change. It is not specifically for the people who
6

have been working for long in the company (Trapp, Voigt and Brem, 2018). Factor of keeping
up with change can affect anyone as it takes people out of their comfort zone (Karimi and
Walter, 2016). Barriers may create problems but it is necessary for the company to keep up with
change as the forces of market is dynamic and unpredictable. In order to make them agree with
this aspect it is necessary to make them understand the importance of change and overall this
disrupt the flow of maintaining the operations of the company (Hornsby, 2018).
Complexity-
Barriers makes the work of a company more complicated as employees have to keep new
things and standards in mind to satisfy the needs of the people (Salama, 2016). To keep up with
the standards it takes a lot of time to complete the work. Employees will need to require training
according to new level of standards which will take a lot of time, cost and efforts of the company
but in order to survive in the market it is necessary for the company (Harhoff and Lakhani,
2016).
Organisational support for creativity and innovation
. HR development and management
To widespread the culture of the company and make it effective the structure of the
company has been re engineered. To implement a new move or strategy in the company changes
needs to be made in the stage of senior management. It is done that so that management of senior
level can be determine the changes which are required so that they can meet the scope and meet
the opportunities of the company in order to form the culture of the company which is linked to
prospects of work. If the creative team takes rapid decision for the elements of culture so that
they can fix all the requirement of culture according to the categories determined by the senior
level of management (Han and Park, 2017). The existence of environment which provides level
of encouragements in term of creativity and innovation is term out to extremely successful. The
environment helps in providing level of brilliant creative ideas which is term out to be most
important and valuable characteristics of company which can foster major level of competitive
advantages of company against competitors to gains market share. Webasto have the major
application of innovate ideas along with concept which are considered to term of creativity in
more of measurable ways (Yunis, Tarhini and Kassar, 2018). On more essence the application of
creativity is innovation. On the other hand its is difficult task in order to have maintenance of
7

creativity as some innovation have the large amount of demonization around level of stroking.
The Webasto is one of the organization which is having higher level of market share in market as
compare to 2016, it has increased the level of sales up to 900 million as being identified as one of
the largest automotive market been identified as the top-level of innovators. In innovation and
providing major level of refractoriness in environment. The company has developed a level of
competencies which ave major level of encompass which is being rearrested to production and
ales complete roof and convertible systems as well as heating, cooling and ventilation systems
for passenger in more of commercial market development (He and Tian, 2018).
The company Webasto has been identified as on of top 100 market leaders which is
presently had presentation of major comfort solutions along with having the extraordinary
experience of driving under the future mobility. This has added the strength to the level of
existence of present business units in which company has identified various level of new
business fields. On the other hand the company have major level of development in new business
unit which is majorly paying focus on desisting more individuals along high dualist design cost
battery systems. On the other hand the company have impersonalization of the important level of
charging solutions in existence of private and semi private business. On the other hand the
increasing level of platform over creativity and innovation, company is providing level of
platformer to the concept studies of different battery system over implementation of battery
system and more level of business solution in more effective way (Jonsson, 2016).
The critical evaluation's has been dined as by company Webasto have proper level of interaction
between individuality of products. This has the assistance of benefits over interaction and
corporation in more manner to creates self contrariness systems and supplementary added value.
With next to that company is major developing innovative and high quality roof portfolio which
is looking towards forwards business solution. This provides major level of incommensurability
along with feasibility which have correspondence to have swiftness making casing models. The
next evolutional that the company has the winner of multiple level of awards which is
impressibility being considered to be advantageous over the large-scale panorama roof with an
ingenious lighting system intended to enhance the sense of well-being in the passenger
compartment. On the other hand the company have level of contradicts to have development do
the electric cars which is basically being targets to high segment market in order to have the
entire range of diverse concepts of vehicles. The company ha developed the soft top is a clear
8

demonstration of specialists for open-air driving pleasure combine sophisticated design with
high-quality(Goldsby and et.al., 2018), functional technology to provide an exceptional driving
experience both on and off the road. The company has developed a level of competencies which
ave major level of encompass which is being rearrested to production and ales complete roof and
convertible systems as well as heating, cooling and ventilation systems for passenger in more of
commercial market development (Piperopoulos, 2016). On the other hand the cases study have
contradiction is term of high voltage's heater for hybrid along with electric cars which is there to
have coverage over the diverse rang of vehicle concepts in environmental in major level of
oversimplification d new energy applicability of business along with extremely efficient level
magentas loosing with power captivity of batter in more major term. This has the assistance of
benefits over interaction and corporation in more manner to creates self contrariness systems and
supplementary added value (Giménez-Figueroa, Martín-Rojas and García-Morales, 2018).
Change management
Lewin's Change Model
This model was developed by Kurt Lewin in three steps that is unfreezing, changing and
refreezing. This model helps to understand the aspect of change with practical approach (Gertsen
and et.al., 2018). As the Webasto deals with the automotive parts, provides sliding, convertible
roof system and thermal system which requires consistent innovation. Due to this they need to
adopt the changes frequently in which this model will help the organisation.
9

Illustration 1: Kurt Lewin Model of Change
(Source: Kurt Lewin Model of Change, 2019)
Unfreezing-
In order to go through or implement change it is necessary to take the initial step that is
unfreezing. Not many people is fond of the changes. The main aim at this stage is to create
awareness in the market which is exactly what Webasto did. In this stage they will identify the
area where changes are required and will unfreeze the existing processes. The leaders will
examine their process of working, their thought process, workforce so that they can carefully
analyse all the aspects and give the detail information to their employees that how important it is
to cope up with it or else they will loose the competitive advantage in the market (Gebhardt Riel
and Maes, 2019).
Changing-
According to Lewin in order to make it successful companies need to move as this step of
changing is also known as moving or transitioning (Yunis, El-Kassar and Tarhini, 2017). It is
stated by the implementation of change. This step is considered as one of the hardest to face and
overcome as it deals with the practical stage as it deals with the aspect of fear and uncertainties
in market. At this step the leaders at Webasto will make their employees comfortable with the
change which is to implemented and accordingly various trainings need to be provided to the
10

employees as the change may change their role and they require competence to handle the
technicalities and the innovation (Di Lorenzo and et.al., 2018).
Refreezing-
This is the final stage of this model. It refers to the act of stabilizing, reinforcing and
solidifying the state which has been formed after change. Changes which has been made by
Webasto in their process, structure, goals or employees must be accepted so that they can form it
in a new way. It is ensured by the company that their employees do not go back to the same old
thinking. This is the reason why Webasto puts efforts to keep their team motivated so that they
can maintain the culture (Dentchev and et.al., 2016). In this step the Webasto will make their
employees to work with the innovation so adopted and when the change will be incorporated in
their organisation they will refreeze it.
Kotter 8 step Model of Change
Creating Urgency-
This aspect helps Webasto to highlight the threat so that they can crop the prospects and
possibilities of future. It has helped the company to examine the opportunities with the
intervention that is effective. If the company don't have the support of the stakeholder, customer
and employees then they won't be able to cope up with change (de Waal and Maritz, 2019).
Forming Coalitions-
Support of the leaders which helps to bring the change is requested so that they can
commit to the internal organization and the process of change. By this they will be able to make
coalition of team. This way the areas in which the company can perform weak will be
highlighted so that they can influence the team as well as different departments (Choi, Ruskov
and Tsolova, 2016).
Vision and Strategy-
Vision and strategy helps a company to make appropriate changes and ensure that leaders
can create the vision of the company in an unique manner so that they can solve the problems of
the company (Chand and et.al., 2018).
Communicate the Vision-
In order to make their vision successful they need to communicate it in a effective
manner in the market so that they can attract and convince more people. It will also help the
11

company to handle the concerns and problems that the clients of the company have (Caneque
and Hart, 2017).
Removal of Obstacles-
This aspect helps the company to align the process of change and structure of the
company according to the current vision of the company. Webasto must give reward to
employees of the company who have adapted the change (Canals, 2016).
Short Term Wins-
If the company has achieved the short term goals then they will achieve the goals and
objectives in the long run. Instead of creating goals which are long term they need to make goals
which are short term. They need to reward the employees who have made the contribution so
that company meet their goals (Burgers and Covin, 2016).
Consolidating Gains-
They need to improve on a regular basis and analyse the performance of individual
member so that they can check if or not they are working in the effective and efficient manner
(Boone and et.al., 2019).
Changes in Corporate Culture-
Company needs to ensure that initiatives are taken whenever they have an opportunity.
Change is an integral part of the culture and it can be visible to an extent which is why changes
needed to be made. Both the leaders which are new and already existing needs to coordinate with
each other so that they can support the change (Behrens and Patzelt, 2016).
Different style of leadership
Various style of leadership will be used by the Webasto which will help them in making their
employees consistent and motivated for achieving the goals of the organisation. Some of the
style of leadership includes:
12

Illustration 2: Styles of leadership
 Autocratic leadership: This type of leadership style is effective for Webasto as they
provide the innovative products which makes their managers to take decisions without
taking inputs of the employees. Such a style will not be effective for them in all the
situation.
 Strategic leadership: This style will commonly be used by the leaders in Webasto as
with this they can manage the operations of the company by intersecting them with their
growth opportunities. It is one of the most important style for Webasto as this can help
them in supporting employees at different level.
 Coach style leadership: This is also important style of leadership as in this the leaders
at the Webasto makes their employees learn the changes and guides them in adopting
the changes in the processes. This motivates their employees to perform in a better way.
CONCLUSION
From the above studies it has been concluded that this report gives a brief description about
Webasto and the changes, innovation and creativity they have launched in the market. They have
announced many products such as batteries, multi operational roof, convertible roof for luxury
cars, heater of high voltage for electric and hybrid cars. Company has taken many necessary
steps to implement change in their culture. They have taken the help of lewin's model and change
13

model of kotter so that they can successfully examine the factors which requires change and
implement it in the structure of the company so that they can meet their objectives. It has also
been highlighted that many of the people in the company were not ready with the change but
because of the efforts of the company they came on board and made the idea successful.
14

REFERENCES
Books and Journals
Behrens, J. and Patzelt, H., 2016. Corporate Entrepreneurship Managers’ Project Terminations:
Integrating Portfolio–Level, Individual–Level, and Firm–Level Effects. Entrepreneurship
Theory and Practice, 40(4), pp.815-842.
Boone, C., and et.al., 2019. Top management team nationality diversity, corporate
entrepreneurship, and innovation in multinational firms. Strategic Management Journal,
40(2), pp.277-302.
Burgers, J.H. and Covin, J.G., 2016. The contingent effects of differentiation and integration on
corporate entrepreneurship. Strategic Management Journal, 37(3), pp.521-540.
Canals, J. ed., 2016. Shaping Entrepreneurial Mindsets: Innovation and Entrepreneurship in
Leadership Development. Springer.
Caneque, F.C. and Hart, S.L. eds., 2017. Base of the pyramid 3.0: sustainable development
through innovation and entrepreneurship. Routledge.
Chand, M., and et.al., 2018, July. Entrepreneurship, Innovation and Creativity in South Asia. In
Academy of Management Proceedings (Vol. 2018, No. 1, p. 17897). Briarcliff Manor,
NY 10510: Academy of Management.
Choi, J.I., Ruskov, P. and Tsolova, S., 2016. Roadmap Design for Technology and
Entrepreneurship Commercialization in Bulgaria. In International Conference
“Аutomatics and Informatics (pp. 247-250).
de Waal, G.A. and Maritz, A., 2019. Analyzing for Effective Entrepreneurship Strategy: A
Corporate Entrepreneurship and Innovation Course. Revista de Cercetare si Interventie
Sociala, 64, p.57.
Dentchev, N., and et.al., 2016. Embracing the variety of sustainable business models: social
entrepreneurship, corporate intrapreneurship, creativity, innovation, and other approaches
to sustainability challenges. Journal of Cleaner Production.
Di Lorenzo, F., and et.al., 2018, July. Innovators’ Mobility: Antecedents and Consequences for
Entrepreneurship and Corporate Innovation. In Academy of Management Proceedings
(Vol. 2018, No. 1, p. 10919). Briarcliff Manor, NY 10510: Academy of Management.
Gebhardt, K., Riel, A. and Maes, T., 2019, May. Corporate Entrepreneurship in Complex
Organisations: Towards a Holistic Decision Aid Tool Set to Analyse and Plan Innovative
Design Projects.
Gertsen, F., and et.al., 2018. Process Perspective on Entrepreneurship. In The Palgrave handbook
of multidisciplinary perspectives on entrepreneurship (pp. 199-222). Palgrave Macmillan,
Cham.
Giménez-Figueroa, R., Martín-Rojas, R. and García-Morales, V.J., 2018. Business intelligence:
An innovative technological way to influence corporate entrepreneurship.
Entrepreneurship-Development Tendencies and Empirical Approach.
Goldsby, M.G., and et.al., 2018. Social proactiveness and innovation: The impact of stakeholder
salience on corporate entrepreneurship. Journal of Small Business Strategy, 28(2), pp.1-
15.
Han, J. and Park, C.M., 2017. Case study on adoption of new technology for innovation:
perspective of institutional and corporate entrepreneurship. Asia Pacific Journal of
Innovation and Entrepreneurship, 11(2), pp.144-158.
1

Harhoff, D. and Lakhani, K.R. eds., 2016. Revolutionizing innovation: Users, communities, and
open innovation. MIT Press.
He, J. and Tian, X., 2018. Finance and corporate innovation: A survey. Asia‐Pacific Journal of
Financial Studies, 47(2), pp.165-212.
Hornsby, J.S., 2018. Critical Elements of Team Formation to Enhance Organizational
Innovation. In The Challenges of Corporate Entrepreneurship in the Disruptive Age (pp.
123-140). Emerald Publishing Limited.
Jiménez-Barrionuevo, M., Molina, L.M. and García-Morales, V.J., 2019. Combined Influence of
Absorptive Capacity and Corporate Entrepreneurship on Performance. Sustainability,
11(11), p.3034.
Johnson, G., 2016. Exploring strategy: text and cases. Pearson education.
Jonsson, I., 2016. The Political Economy of Innovation and Entrepreneurship: From Theories to
Practice. Routledge.
Karimi, J. and Walter, Z., 2016. Corporate entrepreneurship, disruptive business model
innovation adoption, and its performance: The case of the newspaper industry. Long
Range Planning, 49(3), pp.342-360.
Kohler, T., 2016. Corporate accelerators: Building bridges between corporations and startups.
Business Horizons, 59(3), pp.347-357.
Kreiser, P.M., and et.al., 2019. Corporate entrepreneurship strategy: extending our knowledge
boundaries through configuration theory. Small Business Economics, pp.1-20.
Kuratko, D.F. and Neubert, E., 2018. Corporate Entrepreneurial Leadership: Addressing Critical
Challenges in a Disruptive Age. In The Challenges of Corporate Entrepreneurship in the
Disruptive Age (pp. 89-109). Emerald Publishing Limited.
Kuratko, D.F., 2017. Corporate entrepreneurship 2.0: research development and future
directions. Foundations and Trends® in Entrepreneurship, 13(6), pp.441-490.
Kuratko, D.F., 2018. 10. The challenge of corporate entrepreneurial leadership. Research
Handbook on Entrepreneurship and Leadership, p.219.
Manso, G., 2017. Creating incentives for innovation. California Management Review, 60(1),
pp.18-32.
Mazzarol, T.W. and Reboud, S., 2017. Entrepreneurship and innovation. Tilde Publishing and
Distribution.
Mongelli, L. and Rullani, F., 2017. Inequality and marginalisation: social innovation, social
entrepreneurship and business model innovation: The common thread of the DRUID
Summer Conference 2015. Industry and Innovation, 24(5), pp.446-467.
Patricio, R., 2017. A gamified approach for engaging teams in corporate innovation and
entrepreneurship. World Journal of Science, Technology and Sustainable Development,
14(2/3), pp.254-262.
Piperopoulos, P.G., 2016. Entrepreneurship, innovation and business clusters. Routledge.
Preuss, L. and Dyerson, R., 2017. The nexus of innovation, entrepreneurship and sustainability:
making the case for a multi-level approach............................... Royal Holloway
University of London, UK. In Entrepreneurship, Innovation and Sustainability (pp. 22-
41). Routledge.
Provasnek, A.K., and et.al., 2017. Sustainable corporate entrepreneurship: Performance and
strategies toward innovation. Business Strategy and the Environment, 26(4), pp.521-535.
1

Rexhepi, G., and et.al., 2019. Open Innovation Models for Increased Innovation Activities and
Enterprise Growth. In Open Innovation and Entrepreneurship (pp. 37-49). Springer,
Cham.
Salama, A., 2016. Creating and Re-Creating Corporate Entrepreneurial Culture. Routledge.
Trapp, M., Voigt, K.I. and Brem, A., 2018. Business models for corporate innovation
management: Introduction of a business model innovation tool for established firms.
International Journal of Innovation Management, 22(01), p.1850007.
Wagner, M., 2017. Entrepreneurship, innovation and sustainability. Routledge.
Yunis, M., El-Kassar, A.N. and Tarhini, A., 2017. Impact of ICT-based innovations on
organizational performance: The role of corporate entrepreneurship. Journal of Enterprise
Information Management, 30(1), pp.122-141.
Yunis, M., Tarhini, A. and Kassar, A., 2018. The role of ICT and innovation in enhancing
organizational performance: The catalysing effect of corporate entrepreneurship. Journal
of Business Research, 88, pp.344-356.
Zahra, S.A., Neubaum, D.O. and Hayton, J.C. eds., 2016. Handbook of research on corporate
entrepreneurship. Edward Elgar Publishing.
1

1