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Scott Stern. Zhao, Lucy L. (Lucy Lynn) Sloan School of Management. Sloan School of Management 2013-09-12T19:18:11Z 2013-09-12T19:18:11Z 2013 2013 http://hdl.handle.net/1721.1/80668 857767889 Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2013. Cataloged from PDF version of thesis. Includes bibliographical references (p. 39-45). Past research has solidified that breakthrough innovations are often prevalent in the context of entrants rather than incumbents. However, market leaders have been able to survive the disruption caused by market newcomers despite the irregularities of breakthrough innovations within incumbents. This paper will connect current research in corporate intrapreneurship from all perspectives including organizational behavior, corporate governance, incentive programs, and cultural relevance. Drawing from published literature and case studies this research will substantiate the following claim that the success of leading intrapreneurial organizations is due to their capability to support an ecosystem of innovative organizational choices in accordance with their goals and objectives. This paper will propose that there are three main steps to fostering a sustainable startup mentality within an organization. These phases include idea generation, supporting new corporate ventures, and creating a positive learning cycle. Within each phase, the firm has to pay special attention to important aspects of the organization including organizational culture, corporate structure, venture selection, team formation, venture programs, supportive infrastructure, sustainable venture development and positive learning cycles.. by Lucy L. Zhao. S.M. 45 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Corporate intrapreneurship : steps to building a sustainable startup mentality within an established organization Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="eb9d24ca-6408-46af-9416-60e36b5ec456"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Corporate intrapreneurship : steps to building a sustainable startup mentality within an established organization</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2013</PublicationDate> <Authors> <Author> <DisplayName>Zhao, Lucy L. (Lucy Lynn)</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Abstract>Past research has solidified that breakthrough innovations are often prevalent in the context of entrants rather than incumbents. However, market leaders have been able to survive the disruption caused by market newcomers despite the irregularities of breakthrough innovations within incumbents. This paper will connect current research in corporate intrapreneurship from all perspectives including organizational behavior, corporate governance, incentive programs, and cultural relevance. Drawing from published literature and case studies this research will substantiate the following claim that the success of leading intrapreneurial organizations is due to their capability to support an ecosystem of innovative organizational choices in accordance with their goals and objectives. This paper will propose that there are three main steps to fostering a sustainable startup mentality within an organization. These phases include idea generation, supporting new corporate ventures, and creating a positive learning cycle. Within each phase, the firm has to pay special attention to important aspects of the organization including organizational culture, corporate structure, venture selection, team formation, venture programs, supportive infrastructure, sustainable venture development and positive learning cycles..</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>