Double Case Study Of The "Split-type" And "Creative-type" Strategic Paths Of Large Enterprises’ Internal Entrepre-Neurship

Entrepreneurship within large enterprises is of great significance for the realization of continuous innovation.However,there are still many problems in the existing benign situation of how internal entrepreneurship can achieve a win-win situation between parent company and subsidiary company:existing theories cannot explain the new "decoupling" type of entrepreneurial model in which internal entrepreneurial subjects are separated from the parent,nor can they effectively deal with The non-standardized process from entrepreneurial opportunity to competitive advantage cannot explain the problem of how internal entrepreneurship can achieve breakthrough innovation and even achieve overall continuous innovation.The theoretical research gap provides a good research idea for this article.Based on the existing literature on the internal entrepreneurship models and types of large enterprises,this article uses the qualitative research method,focusing on two The "opportunity-resource-action" process of internal entrepreneurship in large enterprises proposes the "internal and external dual-drive" model of internal entrepreneurship from a theoretical level,depicting two construction paths in internal entrepreneurship of large enterprises and the process mechanism that promotes continuous innovation.The study found that:firstly,in addition to the "split-born" internal entrepreneurship model,the "creative-born" internal entrepreneurship model is also a more successful platform strategy.There is a big difference between the two in creating opportunities and resource orchestration processes,which deepens the theory of resource orchestration.The specific types of large enterprises within the entrepreneurial context.Secondly,the "split-generation" entrepreneurial model uses the platform’s“leverage" effect to transform from gradual innovation to breakthrough innovation;the "creative-style" entrepreneurial model uses the "scattered and closed" process of the M&A platform’s "pulley" effect,Realize the transformation from breakthrough innovation to gradual innovation.Finally,both entrepreneurial models can realize the transition and transformation of the enterprise between progressive innovation and breakthrough innovation,and realize the process of continuous innovation.This research breaks through the implicit hypothesis that internal entrepreneurship in large enterprises is limited to internal incubation,and expands the new internal entrepreneurial approach of "external creation,internal repurchase" on the basis of "internal split generation".The resulting "swirl module" has a "pulley effect",which can form an important theoretical supplement to the existing modular entrepreneurship.This article also made three contributions from the theoretical innovation level:First of all,the study found that,in addition to the internal entrepreneurial model of the "divisional" platform strategy within the organization,there is also a "creative"that relies on an additional incubation platform outside the organization.The internal entrepreneurship model of the "type" platform strategy has effectively expanded the"internal control" platform theory.Secondly,this paper finds the expansion of the above-mentioned "swivel module",which can effectively explain the"non-standardized" process between the selection of entrepreneurial opportunities and the acquisition of competitive advantage for large enterprises.Third,this paper finds that the "pulley effect" generated by the "creative" entrepreneurial model in internal entrepreneurship can effectively explain how the internal entrepreneurship of large enterprises can achieve the path of breakthrough innovation.In addition,this article has also obtained management enlightenment that can effectively guide practice from "the strategic compatibility of internal entrepreneurship","the selection conditions of internal entrepreneurial model",and "corporate strategic transformation and policy supply".First,confined to the problem of "big enterprise disease" that is now commonly plagued by managers,this research puts forward suggestions from the perspective of resource activation,that is,large enterprises can not only effectively support internal entrepreneurial activities,but there are also two ways to In-organizational cultivation can also be carried out in-house entrepreneurial incubation outside the organization.The core lies in the effective arrangement and utilization of entrepreneurial resources.Second,in terms of the selection conditions of the enterprise’s internal entrepreneurial model,if large companies close to the market do not want to take high risks,they should adopt an internal platform strategy to incubate with a "split-type" internal entrepreneurial model,and use the "network effect of the platform strategy" "Realize the change from incremental innovation to breakthrough innovation.Large companies or entrepreneurial risk-preferred companies close to the supplier side use the "pulley effect" of the M&A strategy to obtain ownership of breakthrough technologies,and seek to achieve gradual innovation in subdivided fields.Third,in addition to preventing the rigidity of the enterprise and activating internal resources,the internal entrepreneurship of large enterprises is also extremely important for the strategic transformation of the enterprise.Fourth,the government needs to further improve the venture capital mechanism and institutional guarantee system with enterprises as the main body,and accelerate the promotion of the application of technological means such as blockchain in the field of intellectual property sharing model innovation,which will greatly promote the "creative "The development of the entrepreneurial model of large enterprises in China.