Although training and development is recognized as an important means to nurture corporate entrepreneurs in organizations, extant research has focused primarily on efforts to develop entrepreneurial leaders and nurture business creation in a school or university setting. We report on the findings of an inductive case study of corporate entrepreneurship training in a large multinational corporation. We explore the learning outcomes which participants experienced, and outline how an action learning approach enabled these learning outcomes. Our emergent model of corporate entrepreneurship training is based on an episodic view of training, recognizing that individual, group and situational influences, need to be considered if a more complete understanding of what makes for effective training in this domain is to be developed.
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Looking to research on entrepreneurship education and training more generally, we can see that there are three broad types of human capital assets which may emerge from such interventions: entrepreneurial knowledge and skills, positive perceptions of entrepreneurship and intentions to start a business (Martin et al. 2012). In our proposed definition, we group perceptions and intentions under the broader umbrella term of ‘attitudes’.
Sometimes referred to as intrapreneurs here for variety.
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Appendix 1: Overview of interview respondents
Appendix 1: Overview of interview respondents
|No.||Name||Program role||Job description||Intake||Gender||Nationality||Training team|
|1||Pierre||Participant||R&D Unit Manager, France||DIP #15||M||French||1|
|2||Margo||Participant||Investment Process Manager, Poland||DIP #15||F||Polish||1|
|3||Olivier H||Participant||Business Planning Manager, International Business Development, UK||DIP #15||M||French||3|
|4||Olivier W||Participant||Head of Marketing Specifications, Innovation Centre, France||DIP #15||M||French||3|
|5||Raz||Participant||Director Network Solutions and Performance, Belgium||DIP #15||M||Romanian||3|
|6||Radu||Participant||Fixed Services Factory Manager, Romania||DIP #15||M||Romanian||4|
|7||Aurelio||Participant||Corporate SW Factory Director, Spain||DIP #15||M||Spanish||4|
|8||Maysa||Participant||Senior manager, Telesales and Support||DIP #16||F||Egyptian||n/a|
|9||Boris||Participant||Product Marketing Manager||DIP #16||M||French||n/a|
|10||Fabio||Participant||Director, International Business Development, UK||DIP #16||M||Italian||n/a|
|11||Sebastian||Participant||R&D Business Development, France||DIP #16||M||French||n/a|
|12||Anne Valerie||Participant||(Former) Senior Communications Manager, FreCo||DIP #10||M||French||n/a|
|13||Nicolas||Participant||Marketing Manager, France||DIP #17||M||French||n/a|
|14||Paul||Program designer and facilitator||Consultant, Executive Education Trainer, Facilitator||DIP #1-20||M||American||n/a|
|15||Stephane||Program design and evaluation||Senior FreCo HR Manager||DIP #4-20||M||French||n/a|
|16||Veronique||Facilitator||Lecturer, Consultant, Executive Education Trainer, CE Expert||DIP #3-20||F||Canadian||n/a|
|17||Dan||Program designer and facilitator||Lecturer, Consultant, Executive Education Trainer||DIP #1-20||M||American||n/a|
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Byrne, J., Delmar, F., Fayolle, A. et al. Training corporate entrepreneurs: an action learning approach. Small Bus Econ 47, 479–506 (2016). https://doi.org/10.1007/s11187-016-9734-9
- Corporate entrepreneurs
- Action learning
- Case study