Offensive and Defensive Corporate Entrepreneurship: Learning to Think Like an Outsider

Abstract

This conceptual study describes an approach to corporate entrepreneurship using an outsider perspective -learning to think like an outsider. Three propositions using this perspective are examined in the context of offensive and defensive corporate entrepreneurship. The impact of market conditions on entrepreneurship are used as a basis for developing these propositions. Finally, we investigate the factors that have a significant impact on the success of entrepreneurial efforts by the firm. These variables include: processes, values, resources, organizational structure, corporate culture, and leadership. We use examples of how mature corporations have responded, with particular attention to the changes confronted by Research In Motion (RIM).

Entrepreneurial metacognition: a study on nascent entrepreneurs

“…Those who abandoned business after the SUC were occasionally composed by a rather homogenous team that generally perform better on routine tasks (Schjoedt & Kraus, 2009 ). Our findings highlight the importance for individuals with different backgrounds who are inexperienced in the entrepreneurial process to develop and stimulate thinking about thinking processes to learn to think like an outsider, an important condition for business growth and success (Ensign & Robinson, 2016 ). The empirical model of this study emphasizes an important transition toward a diversification of the entrepreneurial team and a better balance in the collective decision-making processes.…”

“…A third aggregate dimension refers to the capacity of nascent entrepreneurs to consider an outsiders’ perspective. An outsiders’ perspective is the process in which entrepreneurs learn to think like an outsider when thinking about their own business, a crucial condition for innovation, growth, and success (Ensign & Robinson, 2016 ). This is because the consideration of an outsiders’ perspective generates more alternatives during the decision-making processes.…”

Effect of Firms’ Age on Their Use of Highly Skilled Workers

“…Vivarelli () explains that the latter does not enter a new business because of market opportunities and innovative ideas, ‘but merely because they need an income to survive’ (p. 1454). In line with this, Ensign and Robinson () emphasize that defensive entrepreneurship is often undertaken in order to survive. Founding a new firm can thus be motivated by a defensive attitude such as the fear of becoming unemployed (Storey, ).…”

Entrepreneurial culture and disruptive innovation in established firms – how to handle ambidexterity

“…Ireland et al (2003 p. 970) post that "an effective entrepreneurial culture is one in which new ideas and creativity are expected, risk-taking is encouraged, failure is tolerated, learning is promoted, product, process and administrative innovations are championed, and continuous change is viewed as a conveyor of opportunities." Corporate entrepreneurship ("intrapreneurship") success factors here include processes, values (meaning and identity), resources, organizational structure, culture and entrepreneurial leadership (Ensign and Robinson, 2016). Entrepreneurial characteristics such as proactiveness and autonomy are particularly relevant to financial performance and the entrepreneurial mindset of individuals such as senior managers amplifies entrepreneurial culture aspects in organizations (Shepherd et al, 2010), whereas organizational conservatism and limited cognitive diversity in senior management teams dampen radical innovation practices (Choi et al, 2018).…”