Contents:
Introduction. Appendix : A theory of corporate entrepreneurship;
Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve;
I. The business environment. The external business environment;
The internal business environment;
II. The management culture. Shared beliefs about rewards, risks, opportunities, and rule-bending;
Shared beliefs about control and learning;
III. The corporate executives. The bigger-is-better corporate philosophy;
The small-is-beautiful corporate philosophy;
New business creation challenges for corporate executives;
Guidance and coaching by the DGM's boss and support and challenge by the controllers;
IV. The division general manager. The DGM's personal assets;
The DGM's motivation and strategy for new business creation;
Building corporate support for new business creation;
Leading the division for new business creation;
V. The division and its top management team. The identification and pursuit of new business opportunities;
Other new business creation challenges for the division;
The division's organization, competence, and collaboration for new business creation;
The effectiveness of the division's top management team;
VI. Putting it all together. How the five major influences interact to drive new business creation;
Managing ten critical issues in new business creation.