Dollinger index

(Kiana) #1
and Strategic Management: Insights from a
Process Study,” Management Science 29,
1983: 1349–64.


  1. C. Christensen, 1999.

  2. S. Zahra, “Predictors and Financial Out-
    comes of Corporate Entrepreneurship: An
    Exploratory Study,” Journal of Business
    Venturing6, 1991: 259–85.

  3. A. Barrett, “J&J: Reinventing How It
    Invents,” BusinessWeek OnlineApril 17, 2006.
    Retrieved from the Web April 9, 2006,
    http://www.businessweek.com.

  4. Barrett, 2006.

  5. J. Dean, “Intel Capital Funds Four Chinese
    Firms,” The Wall Street Journal, June 27,
    2006: C4.

  6. E. Neuborne, “Pepsi’s Aim Is True,” Business
    Week e.biz,January 22, 2001: 52.

  7. D. Kiley, “Advertisers, Start Your Engines,”
    BusinessWeek,March 6, 2006: 26.

  8. The information on 3M is extracted from P.
    Drucker, Innovation and Entrepreneurship
    (New York: Harper & Row, 1985).

  9. D. Henry, “Creativity Pays. Here’s How
    Much,” BusinessWeek Special Report,April 24,
    2006: 76.

  10. This discussion follows Pinchot, 1985.

  11. I. Hill, “An Intrapreneur-Turned-Entrepre-
    neur Compares Both Worlds,” Research
    Management30, 1987: 33–37.

  12. R. Knight, “Technological Innovation in
    Canada: A Comparison of Independent En-
    trepreneurs and Corporate Innovators,”
    Journal of Business Venturing 4, 1989:
    281–88.

  13. J. Butler and G. Jones, “Managing Internal
    Corporate Entrepreneurship: An Agency
    Theory Perspective,” Journal of Management
    18, 1992: 733–49.

  14. This discussion follows Pinchot, 1985.

  15. T. Heller, “Loosely Coupled Systems for
    Corporate Entrepreneurship: Imagining and
    Managing the Innovation Project/Host Or-
    ganization Interface,” Entrepreneurship:
    Theory and Practice24, no. 2, 1999: 25–31.

  16. Z. Block and H. Sykes, “Corporate Ventur-
    ing Obstacles: Sources and Solutions,” Jour-
    nal of Business Venturing4, 1989: 159–67.

  17. Block and Sykes, 1989.

  18. H. Geneen, “Why Intrapreneurship Doesn’t
    Work,” Venture7, 1989: 46–52.

  19. R. Kanter, “The New Workforce Meets the
    Changing Workplace: Strains, Dilemmas,
    and the Contradictions in Attempts to Im-


plement Participative and Entrepreneurial
Management,” Human Resource Management
25, 1986: 515–37.


  1. Mimi Dollinger, Book Review: “Innovator’s
    Dilemma,” Business Horizons 50, no. 1,
    January 2007, 85-87. (Bloomington, IN:
    Elsevier, 2007).

  2. J. Cornwall and B. Perlman, Organizational
    Entrepreneurship (Homewood, IL: Irwin,
    1990).

  3. These sources are suggested in P. Drucker,
    1985.

  4. Drucker, 1985.

  5. Drucker, 1985.

  6. N. Byrnes, “FAO Schwarz’s Toytown
    Tryouts,” BusinessWeek Online, March 21,
    2006. Retrieved from the Web March 24,
    2006, http://businessweek.com.

  7. J. Surowiecki, The Wisdom of Crowds: Why the
    Many Are Smarter Than the Few and How
    Collective Wisdom Shapes Business, Economies,
    Societies and Nations(New York: Doubleday,
    2004).

  8. W. Taylor, “Here’s an Idea: Let Everyone
    Have Ideas,” New York Times Online,March
    26, 2006. Retrieved from the Web March 26,
    2006, http://nytimes.com.
    33.Taylor, 2006.

  9. K. R. Allen, Launching New Ventures: An
    Entrepreneurial Approach (Boston:
    Houghton-Mifflin, 2006): 16-17. The term
    has an interesting derivation.
    Wikipedia reports that the term “Skunk works” came
    from the then-popular Al Capp comic strip Li’l
    Abner, which was popular in the 1940s. In the
    comic, the “Skonk Works” was a backwoods still
    operated by Big Barnsmell, known as the “inside
    man at the Skonk Works.” In his secret facility, he
    made “kickapoo joy juice” by grinding dead skunks
    and worn shoes into a smoldering vat. The original
    Lockheed facility, during the development of the P-
    80, was located downwind of a malodorous plastics
    factory. According to Ben Rich’s memoir, an engi-
    neer showed up to work one day wearing a Civil
    Defense gas mask as a gag. To comment on the smell
    and the secrecy the project entailed, another engi-
    neer, Irving Culver, referred to the facility as “Skonk
    Works.” One day, when the Department of the Navy
    was trying to reach the Lockheed management for
    the P-80 project, the call was accidentally transferred
    to Culver’s desk. Culver answered the phone in his
    trademark fashion of the time, by picking up the
    phone and stating “Skonk Works, inside man
    Culver.” “What?” replied the voice at the other end.
    “Skonk Works” Culver repeated. The name stuck.
    Culver later said in an interview conducted in 1993


560 ENTREPRENEURSHIP

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