Editorial: corporate entrepreneurship

In this special issue of IJEV, we endeavour to broaden the conversation around and our understanding of entrepreneurial initiatives which begin inside existing organisations, ranging from entrepreneurial acts of individual employees to strategic renewal of the entire organisation. When we announced this special issue, we provided an initial working definition for corporate entrepreneurship as “the process whereby an individual or group of individuals, in association with an existing organisation, create a new organisation or instigate renewal or innovation within that organisation” [Sharma and Chrisman, (1999), p.18]. Furthermore, we claimed that these processes and actions need to be proactive, innovative, and involve risk-taking in order to be considered entrepreneurial (Miller, 1983). In addition, we cast a wide net, stating that the goals of these actions can be long-term “organisational development” and “cultural change”, mid-term “strategic benefits” and “real-option development”, and short-term “quick financial returns” [Miles and Covin, (2002), p.34].