Corporate Entrepreneurship: Top Managers and New Business Creation

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Overview

Vijay Sathe examines how top managers--corporate executives, division general managers and the division's top management team members--influence corporate entrepreneurship, specifically new business creation in a corporate division. Corporate Entrepreneurship takes the reader into the real world of top managers to explore a relatively uncharted territory in a systematic and comprehensive way. The business realities, the management culture, the corporate philosophy, the organizational politics, the personalities, and the personal agendas of the people at the top are vividly portrayed in these pages. New business creation is innately difficult and it does not help that top managers are insufficiently educated and trained for it. This book offers both a theory of corporate entrepreneurship based on the real-world experience of top managers and practical advice on how to manage it for better results. Vijay Sathe is Professor of Management in The Peter F. Drucker Graduate School of Management at Claremont Graduate University in Claremont, California. He has published numerous journal articles and three other books: Controller Involvement in Management (Prentice Hall, 1982), Culture and Related Corporate Realities (Irwin, 1985), and a co-authored book, Organization (Third Edition, Irwin, 1992). Sathe has taught in MBA and executive education programs in the United States and Europe. He has also consulted with government agencies, not-for-profit organizations, and private and public companies around the globe.
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Editorial Reviews

From the Publisher
"Corporate Entrepreneurship is full of interesting people and interesting stories. But it is not a 'popular' book of 14miracle workers12 and 'originals.' It is a book of ordinary executives doing the right thing but also making plenty of mistakes. The book shows what to do and what not to do; what the opportunities are and what the pitfalls are. It is a book both to enjoy and to study but above all to apply its lessons to one's own enterprise." From the Foreword by Peter F. Drucker

"To companies around the world seeking to revitalize organizations exhausted from a decade of restructuring, Corporate Entrepreneurship offers clear hope that it is possible to restart the engines of growth not just by frantic acquisition, but through internal self renewal. Sathe takes a microscope to the organizational and managerial drama of entrepreneurial creativity at four major corporations, leading the reader through insightful analysis, conceptual understanding, and practical advice as he goes. The result is a book that no practicing executive or student of management can afford to miss: the first serious study to show that corporate entrepreneurshipa need not be an oxymoron." Christopher A. Bartlett, Thomas D. Casserly Jr. Professor of Business Administration, Harvard Business School, and coauthor of The Individualized Corporation

"Corporate Entrepreneurship may be temporarily ignored but always reasserts itselfewith a vengeance. Professor Sathe's book provides fascinating data to remind top management of this nagging challenge and a useful framework for thinking about how to better meet it." Robert A. Burgelman, Edmund W. Littlefield Professor of Management, Stanford University Graduate School of Business, and author of Strategy is Destiny

"A remarkably insightful and revealing look at what makes corporate entrepreneurship tick and what stifles it. The book is based on outstanding research in leading companies." YVES L. DOZ, The Timken Chaired Professor of Global Technology and Innovation, INSEAD, France, and coauthor of From Global to Metanational

"Corporate Entrepreneurship could not have been published at a better moment. With economic growth rates back down to low digits, and with new economies conquering their positions at increasing speeds, our companies are focusing on growth and innovation to drive their value creation. This book, written with academic rigor and based on a detailed analysis of a set of valuable case studies, provides recommendations that will benefit top management and the champions of corporate entrepreneurship, academics and students alike. With its scope and focus the book breaks new ground in the management literature, and hence the author is the best example of entrepreneurship that he advocates so convincingly." Jan Oosterveld, Chief Strategist and Member of the Group Management Committee, Philips Electronics

"This book addresses the most difficult problem facing most businesses. It is a must-read as a blueprint for launching new businesses inside an established enterprise. It is also an enjoyable read!" Shane Robinson, Executive Vice President, Chief Technology and Strategy Officer, Hewlett-Packard Company

"Corporate Entrepreneurship is essential reading for practitioners, researchers, and MBA students interested in new business creation. We have a rare opportunity to learn from 'what went right' as well as 'what went wrong' in the real world. We also learn from the real-life stories and direct quotations of top managers at large corporations as well as the writings of academic giants of leading business schools around the world. Most importantly, we learn from the author's insights into 'how to do' as well as 'how to see' the new business creation process. Without new business creation there is no futureefor corporations as well as for our society." Hirotaka Takeuchi, Professor and Dean, Graduate School of International Corporate Strategy, Hitotsubashi University, Japan, and coauthor of Can Japan Compete?

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Product Details

  • ISBN-13: 9780521531979
  • Publisher: Cambridge University Press
  • Publication date: 7/1/2003
  • Edition description: Reissue
  • Pages: 408
  • Product dimensions: 5.98 (w) x 8.98 (h) x 0.91 (d)

Meet the Author

Vijay Sathe is Professor of Management in the Peter F. Drucker Graduate School of Management at Claremont Graduate University, California. He is the author of Controller Involvement in Management (1982), Culture and Related Corporate Realities (1985) and co-author of Organization (1992).
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Table of Contents

List of figures
List of tables
Foreword
Preface
List of abbreviations
1 Introduction 1
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 creating 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 376
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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted May 1, 2004

    Highly Recommended!

    This solidly researched, well-written book makes a sound case for an unconventional view of corporate entrepreneurship. Author Vijay Sathe contends that the archetype of the lonely, low-level corporate entrepreneur is a fantastic, fairy-tale critter. In fact, entrepreneurship and new business creation happen in big organizations only when corporate leadership fosters it through a mix of principles and policies. Sathe grounds his case in a detailed exposition of experiences at major corporations, and carefully considers the evidence before pronouncing any judgment. Unlike many authors of books on this subject, Sathe seems both intellectually honest and genuinely interested in nailing the truth, not in hawking a nostrum. If the book has any flaw, it is that the author takes more pains than necessary at points, and presents more detail than the reader needs. That is not a grievous fault, and we find it very easy to forgive.

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