While Corporate Entrepreneurship (CE) units have become essential tools for creating new kinds of innovation within established companies, their performance measurement remains underexplored. With CE units, companies intend to contribute to new business and organizational transformation. Thereby, CE units are used to create outputs that are new for the core organization. Until now, scholars have neglected to investigate assessing CE unit performance, leading to a lack of understanding of appropriate metrics for CE units. Companies often use traditional metrics designed for relatively static contexts, but these metrics do not fit for CE units. This study explores the metrics used in CE units, analyzing 12 interviews with 11 German companies. The analysis reveals a list of different metrics, categories, and underlying dimensions for CE unit performance measurement. Finally, we suggest scientific and managerial implications and topics for future research.

Research credits corporate entrepreneurship (CE) with enabling established companies to create new types of innovation. Scholars have focused on the organizational design of CE activities, proposing specific organizational units. These semi-autonomous units create a tense management situation between the core organization and its CE activities. Management and organization research considers control as a key managerial function for help. However, control has received limited research attention regarding CE units, leaving design issues for appropriate control of CE units unanswered. In this study, we link management control and CE to illustrate how control is understood in the context of CE. For this, we scanned the CE literature to identify underlying attributes and characteristics that allow specifying control for CE. We identified 11 attributes to describe control for CE activities in a first round and to derive future research paths.

Corporate Entrepreneurship (CE) has now evolved into an imperative innovation practice of established companies. Despite organizational design models for CE activities and companies' frequent initiation of new activities, effectively managing them remains a challenging endeavor which results in disappointment about the outcomes of CE and its early termination. We assume specific types of goals for CE as one element of this unresolved management issue. While both practice and literature address goals in different contexts, no uniform picture has emerged so far. Although goals are commonly used to categorize CE activities, they seldomly seem to be the core subject of investigation. Based on this preliminary analysis and consolidation, we put the goals of CE in focus. In a systematic literature review, we reveal aspects of goals to unmask the different types of goals and their underlying dimensions and characteristics. Our review contributes to a better understanding of goals by (1) organizing relevant literature on goals of CE in a specific classification process, (2) describing dimensions and attributes for a systematic classification of CE goals; and (3) providing a framework showing differences of goals for the CE context. We conclude with a discussion and hints for future research paths.

Corporate Entrepreneurship (CE) programs are formalized efforts to realize entrepreneurial activities in established companies. Despite the growing and evolving landscape of CE programs, effectively managing them remains a challenging endeavor which results in disappointing outcomes and oftentimes leads to the early termination of such programs. We unmask the differences in goal setting of CE programs and highlight that setting appropriate goals is imperative for their desired outcomes. In practice, companies seem to struggle with the goal setting, and scholars have not yet fully solved the puzzle of goals setting in the context of CE programs either. Therefore, we set out to explore the current state of goal setting in the context of CE programs building upon 61 semi-structured interviews with CE program executives from cross-industry companies with different sizes. Our study contributes to a better understanding of goal setting in the context of CE programs by (1) characterizing the goal setting of CE programs based on goal attributes and goal types and (2) identifying differences among the goal setting of CE programs. We provide implications to practice for a more effective management of CE programs and conclude with a discussion for future research on the impact of the different goal settings.