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Background. Nowadays, corporate entrepreneurship (CE) is perceived as an essential approach to boost the innovation and creativity within existing organizations for achieving higher opportunities in the market. This paper examines this concept, which has been largely discussed in the Anglo-Saxon world over the last thirty years. Like for many other phenomena, also in case of CE, this discussion has provided numerous conceptualizations, and consequently, there is not one unique definition of CE. In this respect, the search for an appropriate basis for understanding and describing the phenomenon of CE engenders a challenging issue for entrepreneurship researchers. Research aims. This paper aims at creating a large platform for understanding the concept of CE by means of a clarification effort through the review of the most important papers in this field and identification of the existing research gaps. Methodology. Systematic literature survey is the applied methodology. EBSCO and Taylor & Francis database were used as a source for the sampling process. Key findings. The analysis does acknowledge the need for more qualitative and rigorous research in this field and brings several recommendations for the future studies. The main conclusions also do urge for a more diversified research in terms of the sectors discussed, as the biggest gap identified is in the services sector. There is also a need for a more structured classification of the measures, depending on the real research focus: CE antecedents or outcomes.

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The dot-com bubble in the 1990s made the technology industry aware that even excellent ideas backed by amazing teams are not sufficient to ensure a startup's success. The biggest risk of startups is that they have to operate within many uncertainties, their market and customers are unknown, and their business model is not yet validated. Therefore, successful execution of such a venture requires a rigorous process that would validate different assumptions of the business idea. The Lean Startup method, introduced by E. Ries, gives the opportunity to eliminate some of the uncertainties and, therefore, to reduce the risks associated with starting a new business. Although this is not an easy method, as it requires minimum management knowledge and some analytical skills, it has become a highly recommended tool. Lean Startup jako nowa metoda zarz dzania firmami technologicznymi na przyk adzie Wlcome AppBa ka dot-com z lat dziewi dziesi tych u wiadomi a przedsi biorcom z bran y technologicznej, e nawet doskona e pomys y realizowane przez niesamowite zespo y nie s wystarczaj ce, aby zapewni sukces startuj cej firmie. Najwi ksze ryzyko dla start-upów stanowi liczne niewiadome, ich rynek i klienci nie s znane, a ich model biznesowy nie jest jeszcze potwierdzony. Sukces takiego przedsi wzi cia wymaga rygorystycznego procesu, który pozwoli na potwierdzenie ró nych za o e pomys u na biznes. Metoda Lean Startup, wprowadzona przez E. Riesa, daje szans na wyeliminowanie niektórych z niepewno ci, a zatem na zmniejszenie ryzyka zwi zanego z rozpocz ciem nowej dzia alno ci gospodarczej. Mimo e nie jest to metoda prosta, jako e wymaga ona minimalnej wiedzy z zarz dzania i pewnych umiej tno ci analitycznych, sta a si ona wysoce zalecanym narz dziem.