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1 Introduction 1 Appendix: A theory of corporate entrepreneurship 19 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve 29 I The business environment 3 The external business environment 41 4 The internal business environment 54 II The management culture 5 Shared beliefs about rewards, risks, opportunities, and rule-bending 63 6 Shared beliefs about control and learning 80 III The corporate executives 7 The bigger-is-better corporate philosophy 93 8 The small-is-beautiful corporate philosophy 106 9 New business creation challenges for corporate executives 117 10 Guidance and coaching by the DGM's boss and support and challenge by the controllers 133 IV The division general manager 11 The DGM's personal assets 149 12 The DGM's motivation and strategy for new business creation 166 13 Building corporate support for new business creation 182 14 Leading the division for new business creation 197 V The division and its top management team 15 The identification and pursuit of new business opportunities 215 16 Other new business creation challenges for the division 237 17 The division's organization, competence, and collaboration for new business creation 254 18 The effectiveness of the division's top management team 270 VI Putting it all together 19 How the five major influences interact to drive new business creation 283 20 Managing ten critical issues in new business creation 293 Notes 313 Bibliography 359 Index 376Library of Congress Subject Headings for this publication: Entrepreneurship, Creative ability in business, Executive ability