Corporate Entrepreneurship: Product Champion Role at Samsung

This discussion board post delves into the crucial role of product champions in corporate entrepreneurship, contrasting focused and dispersed approaches. It highlights the significance of product champions in driving innovation and securing management support, particularly within large organizations. The post uses Samsung Electronics as a compelling case study, illustrating how the company leverages product champions to develop new products and remain competitive in the semiconductor and memory markets. It emphasizes the champion's role in navigating organizational structures and influencing the decision-making process for product adoption. The discussion draws on research to support the analysis of product champion dynamics and their contribution to successful product innovation.

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Product Champion
Focused approach for corporate entrepreneurship is when there is isolation of venturing
entity from operations of firms. Focused approach is worked usually on by independent group. It
creates work group which us autonomous as well as pursues aims of entrepreneur which are not
dependent on rest of firm (Ahsan & Fernhaber, 2019). Focused approach’s advantage is this
allows team members of entrepreneur in working and developing outside normal constraints that
are imposed by organization’s existing norms. Dispersed approach is when every part of
organization is part of as well as engaged in policies and principles of entrepreneurship.
Dedication to practices and principles of entrepreneurship could be spread by entire organization.
Dispersed approach’s one advantage is organization’s members do not need for being reminded
in thinking entrepreneurially (Boone, et al., 2019). Focused approach is followed by Samsung
Electronics as Samsung pushed in developing products of its own, instead of copying from other
firms.
Importance of role of product champion is selling idea to management as well as getting
management interested in project. Product champion’s presence is quite essential in product
innovation’s success in large organizations. Procedures and system that are developed within
large organizations is maintaining status quo as well as avoiding risks. Mechanisms of regular
screening need management’s hierarchy and command’s chain (Fujii, 2017). For understanding
process’s dynamics by which product development is influenced by champion, one should
recognize that decision for adopting ideas is collective one. There are multiple roles in which
product champion acts. It acts as link among different phases. Stage of decision making involves
often top management. Samsung Electronics managed in becoming leader in semiconductor and

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memory operations. Samsung Electronics is one of few organizations left who could make
investments in semiconductors’ new generations (Keränen & Liozu, 2019). Samsung Electronics
pushed in making products much more accessible for the end customers.

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References
Ahsan, M., & Fernhaber, S. A. (2019). Multinational enterprises: Leveraging a corporate
international entrepreneurship lens for new insights into subsidiary initiatives. Journal of
International Management, 25(1), 51-65.
Boone, C., Lokshin, B., Guenter, H., & Belderbos, R. (2019). Top management team nationality
diversity, corporate entrepreneurship, and innovation in multinational firms. Strategic
management journal, 40(2), 277-302.
Fujii, S. (2017). Product Champion for Successful Innovation-A Review of the Previous
Literature and Challenge for the Future. Br J Res, 4(4), 22.
Keränen, J., & Liozu, S. (2019). Value champions in business markets: Four role
configurations. Industrial Marketing Management.