Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and the Executive Director of the Stanford Executive Program. He joined the Stanford Business School as an Assistant Professor in 1981. He obtained a Licentiate degree in Applied Economics from Antwerp University, an MA in Sociology, and a PhD in Management of Organizations from Columbia University. He has published articles in leading academic and professional journals, and his books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills, Research of Technological Innovation, Management and Policy, Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation.

International Management Fascinating insights.

• ContentsPrefaceAcknowledgments1 Internal Corporate Venturing2 Can Exploratory Research Be Planned?3 Transforming Invention into Innovation4 Conceiving New Business Opportunities5 Transforming Projects into Ventures6 Establishing a One-Product Business7 From a One-Product to a Multiline Business8 The New-Venture Division in the Corporate Context9 An Overview of Internal Corporate Venturing10 Management Strategies That Improve the Odds11 The Role of Corporate Entrepreneurship in Established FirmsEpilogue: A New Organizational Revolution in the Making?Appendix: Methodology and Research DesignNotesIndex

Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and the Executive Director of the Stanford Executive Program. He joined the Stanford Business School as an Assistant Professor in 1981. He obtained a Licentiate degree in Applied Economics from Antwerp University, an MA in Sociology, and a PhD in Management of Organizations from Columbia University. He has published articles in leading academic and professional journals, and his books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills, Research of Technological Innovation, Management and Policy, Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation.

International Management Fascinating insights.

• ContentsPrefaceAcknowledgments1 Internal Corporate Venturing2 Can Exploratory Research Be Planned?3 Transforming Invention into Innovation4 Conceiving New Business Opportunities5 Transforming Projects into Ventures6 Establishing a One-Product Business7 From a One-Product to a Multiline Business8 The New-Venture Division in the Corporate Context9 An Overview of Internal Corporate Venturing10 Management Strategies That Improve the Odds11 The Role of Corporate Entrepreneurship in Established FirmsEpilogue: A New Organizational Revolution in the Making?Appendix: Methodology and Research DesignNotesIndex

Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and the Executive Director of the Stanford Executive Program. He joined the Stanford Business School as an Assistant Professor in 1981. He obtained a Licentiate degree in Applied Economics from Antwerp University, an MA in Sociology, and a PhD in Management of Organizations from Columbia University. He has published articles in leading academic and professional journals, and his books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills, Research of Technological Innovation, Management and Policy, Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation.

International Management Fascinating insights.

• ContentsPrefaceAcknowledgments1 Internal Corporate Venturing2 Can Exploratory Research Be Planned?3 Transforming Invention into Innovation4 Conceiving New Business Opportunities5 Transforming Projects into Ventures6 Establishing a One-Product Business7 From a One-Product to a Multiline Business8 The New-Venture Division in the Corporate Context9 An Overview of Internal Corporate Venturing10 Management Strategies That Improve the Odds11 The Role of Corporate Entrepreneurship in Established FirmsEpilogue: A New Organizational Revolution in the Making?Appendix: Methodology and Research DesignNotesIndex