The corporate entrepreneurship model has existed for over two decades. It is a wide concept that entails the creation of new opportunities and business ideas within established corporations.

The Paradox of Corporate Entrepreneurship
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The Paradox of Corporate Entrepreneurship
The corporate entrepreneurship model has existed for over two decades. It is a wide concept that entails the creation of new opportunities and business ideas within established corporations. In this view, the model addresses four main schools of thoughts namely: entrepreneurial transformation, corporate venturing, and marketing the products within the organizations. Despite the successes of the corporate entrepreneurship, the collapse of Enron Corporation had an immense effect not only for its suppliers, shareholders but also on the management model.
The article provides an overview of the paradox of entrepreneurship and encourages every organization to embrace. Similarly, it argues that if the model is implemented fully, it has the power to transform the operations of the organization to realize its full potential. Based on extensive research from multiple multinational organizations, the article provides an in depth overview of corporate entrepreneurship and the challenges that may arise when carelessly implemented. In addition, it addresses the setbacks of other popular organizational models especially the challenges associated with managing people within the organizations.
Ideally, the article focuses on explaining the entrepreneurial transformation principle. The corporate organization defines entrepreneurship as a routine influenced by the culture and the systems of the firm. Birkinshaw argues that for an organization to experience long-term transformation, the senior officials should establish processes and systems that enhance the spirit of entrepreneurship across the company. The British Petroleum (BP) company is among the giant multinational organizations that have successfully implemented and transformed the model within itself. BP’s transformation is attributed to the fact the organization empowered the employees with the power to deliver results despite the job position an employee occupied
Even though Enron collapsed, we should not dismiss the fact that organizations require to adopt risk taking, entrepreneurship, and stretch goals on the basis that companies will eventually fail if they adopted such concepts. To address corporate failure, the senior management should endeavour to separate the positive and negative actions. Similarly, the organizations should understand the benefits of internal entrepreneurship and the way it can drive organizational growth and innovation while at the same time assess the risks and costs associated with it.
The main strength of the corporate entrepreneurship is that the four elements motivate senior executives to perform their tasks, which entails executing the company’s tasks and strategies. For change to occur, the organizations need to adopt all the four components. If the management fails to execute one or more elements, it interferes with the performance of the employees that in turn causes the company to collapse.