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Loosely Coupled Systems for Corporate Entrepreneurship : Imagining and Managing the Innovation Project/Host Organization Interface

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  • Trudy Heller

Abstract

This paper explores the concept of loosely coupled systems as an image representing the interface between innovation projects (emerging organizations) and their host corporations (existing organizations). The model calls attention to ways in which management's actions create more or less independence between innovation and host organization systems. Analyzing interviews from 13 innovation projects in two Fortune 500 corporations, everyday actions that loosen and couple innovation and management systems are identified. Findings offer new ways of conceptualizing and managing this important interface.

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  • Trudy Heller, 1999. "Loosely Coupled Systems for Corporate Entrepreneurship : Imagining and Managing the Innovation Project/Host Organization Interface," Entrepreneurship Theory and Practice, , vol. 24(2), pages 25-31, December.
    • Handle: RePEc:sae:entthe:v:24:y:1999:i:2:p:25-31
    DOI: 10.1177/104225879902400203
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    References listed on IDEAS

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    1. Andrew H. Van de Ven, 1986. "Central Problems in the Management of Innovation," Management Science, INFORMS, vol. 32(5), pages 590-607, May.
    2. Van de Ven, Andrew R., 1986. "Central Problems in the Management of Innovation," Agricultural Research Policy Seminar 139708, University of Minnesota Extension.
    3. Scott Shane, 1994. "Cultural Values and the Championing Process," Entrepreneurship Theory and Practice, , vol. 18(4), pages 25-41, July.
    4. C. Marlene Fiol, 1995. "Thought Worlds Colliding: The Role of Contradiction in Corporate Innovation Processes," Entrepreneurship Theory and Practice, , vol. 19(3), pages 71-90, April.
    5. Diana L. Day, 1994. "Raising Radicals: Different Processes for Championing Innovative Corporate Ventures," Organization Science, INFORMS, vol. 5(2), pages 148-172, May.
    6. William B. Gartner & Barbara J. Bird & Jennifer A. Starr, 1992. "Acting as If: Differentiating Entrepreneurial from Organizational Behavior," Entrepreneurship Theory and Practice, , vol. 16(3), pages 13-32, April.
    7. Debra Meyerson & Joanne Martin, 1987. "Cultural Change: An Integration Of Three Different Views[1]," Journal of Management Studies, Wiley Blackwell, vol. 24(6), pages 623-647, November.
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    Cited by:

    1. David Courpasson & Françoise Dany & Ignasi Martí, 2016. "Organizational Entrepreneurship as Active Resistance: A Struggle against Outsourcing," Entrepreneurship Theory and Practice, , vol. 40(1), pages 131-160, January.
    2. Hossein Samei & Alireza Feyzbakhsh, 2015. "A Framework of Successor Competencies to Promote Corporate Entrepreneurship in Family Firms," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 23(03), pages 321-355, September.
    3. R. Duane Ireland & Jeffrey G. Covin & Donald F. Kuratko, 2009. "Conceptualizing Corporate Entrepreneurship Strategy," Entrepreneurship Theory and Practice, , vol. 33(1), pages 19-46, January.

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