PERSONALquarterly 4/2020

33 04/20 PERSONALquarterly SUMMARY Research question: Which roles can be identified in corporate entrepreneurship? How do they differ based on various characte- ristics and which skills seem particularly relevant for the success- ful performance of their work? Methodology: Explorative study with 56 semi-structured inter- views of corporate entrepreneurship activities in the DACH region Practical implications: A clear understanding of the respective roles, their differences and requirements is needed to recruit suitable staff for the various corporate entrepreneurship activities. REBECCA C. OFF, M.SC Hochschule Konstanz Technik, Wirtschaft und Gestaltung, Institut für Strategische Innovation und Technologiemanage- ment, insb. Entrepreneurship und Innovation E-Mail: off@innovationsinstitut.org CHRISTOPH J. SELIG, M.ENG Hochschule Konstanz Technik, Wirtschaft und Gestaltung, Institut für Strategische Innovation und Technologiemanage- ment, insb. Corporate Entrepreneurship und Intrapreneurship E-Mail: selig@innovationsinstitut.org www.innovationsinstitut.org CHRISTINA LANG, M.ENG Hochschule Konstanz Technik, Wirtschaft und Gestaltung, Institut für Strategische Innovation und Technologiemanage- ment, insb. Corporate Entrepreneurship und Intrapreneurship E-Mail: lang@innovationsinstitut.org LITERATURVERZEICHNIS Baumol, W. J. (2005): Education for innovation: Entrepreneurial breakthroughs versus corporate incremental improvements. Innovation policy and the economy, 5, 33–56. Biniari, M. G./Simmons, S. A./Monsen, E. W./Moreno, M. P. (2015): The configuration of corporate venturing logics: An integrated resource dependence and institutional perspective. Small Business Economics, 45, 2, 351–367. Blanka, C. (2018): An individual-level perspective on intrapreneurship: a review and ways forward. Review of Managerial Science, 13, 5, 919–961. Bosma, N. S./Stam, F. C./Wennekers, A. R.M. (2010): Intrapreneurship: An international study. Scientific Analysis of Entrepreneurship and SMEs. Kuratko, D. F. (2009): The entrepreneurial imperative of the 21st century. Business Horizons, 52, 5, 421–428. Kuratko, D. J./Audretsch, D. (2013): Clarifying the domains of corporate entrepre- neurship. International Entrepreneurship and Management Journal, 9, 3, 323–335. Park, S. H./Kim, J. -N./Krishna, A. (2014): Bottom-up building of an innovative organization. Management Communication Quaterly, 28, 4, 531–560. Pinchot III, G. (1985): Intrapreneuring: Why you don‘t have to leave the corporation to become an entrepreneur. University of Illinois at Urbana-Champaign‘s Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. Porter, M. E./Heppelmann, J. E. (2014): How smart, connected products are transforming competition. Harvard Business Review, 92, 11, 64–88. Raisch, S./Birkinshaw, J./Probst, G./Tushman, M. L. (2009): Organizational ambidexterity: Balancing exploitation and exploration for eustained performance. Organization Science, 20, 4, 685–695. Selig, C. J./Baltes, G. H. (2017): Clarifying the roles in corporate entrepreneurship. 2017 International Conference on Engineering, Technology and Innovation (ICE/ ITMC). IEEE, 2017, 879–887. Selig, C. J./Stettina, C. J./Baltes, G. H. (2016): The corporate entrepreneur: A driving force for strategic renewal and radical innovation in established compa- nies, Linking pin and entrepreneurial leader as success factor of semi-autonomous teams. In: Proceedings of the 22nd ICE/IEEE International Technology Management Conference, Trondheim, Norway. 268. Aufl. IEEE, 1–10. Sharma, P./Chrisman, J. (1999): Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship. Entrepreneurship Training & Practice, 23, 3, 11–27. Teece, D. J. (2016): Dynamic capabilities and entrepreneurial management in lar- ge organizations: Toward a theory of the (entrepreneurial) firm. European Economic Review, 86, 202–216. PROF. DR.-ING. GUIDO H. BALTES Hochschule Konstanz Technik, Wirtschaft und Gestaltung, Institut für Strategische Innovation und Technologiemanage- ment, Professur für Strategisches Management und Innovation E-Mail: baltes@innovationsinstitut.org projekte“ mit passenden Mitarbeiter*innen schnell besetzen zu können. Vor dem Hintergrund der zunehmenden Relevanz von diskontinuierlicher Innovation wird es für Unternehmen immer wichtiger, unternehmerische Talente an ihre Organisa- tion zu binden und dadurch die Fähigkeit zu stärken, parallel zur Optimierung ihres Kerngeschäfts an der Entwicklung zu- kunftsfähiger Neugeschäfte zu arbeiten.