**8. Conclusion**

This chapter introduced the topic of corporate entrepreneurship, which the authors defined as the attempt by large, corporate organizations to encourage innovators to function as entrepreneurs within the confines of these companies. It described the increased popularity of CE among scholars. It also investigated similar terms that represent the same activity, which is innovation in large, global, corporate organizations. The authors then introduced readers to the three levels of innovation, sometimes known as the three horizons of innovation, which are as follows: core, adjacent, and transformational. We identified core innovation as being identified by that terminology only; however, we explained that our model combines adjacent and transformational innovation in an area we identified as 'outside the core'. We discussed how transformational innovation is not always disruptive, but that disruptive innovation is always transformational. We reviewed funding sources of corporate entrepreneurship and innovation. We then progressed through a discussion about the various ways that innovation in large, global, corporate organizations is different and more challenging than it is in their smaller and startup counterparts. We provided an overview of the various methods that we identified as part of our corporate entrepreneurship model,

and we discussed the utilization of those techniques as well as their perceived effectiveness. Finally, we provided recommendations for these organizations to accelerate innovation. While the authors provided an overview of the methods of both corporate venturing and strategic renewal, and also provided some indications of their use and perceived effectiveness, we would recommend future research focus on these methods. It would be advantageous to both the body of literature and to practitioners to have a broader understanding of the utilization of each method, and even more so, the actual effectiveness of them, We asked our research participants about their perceived effectiveness, which can certainly be expanded upon in future research to obtain a larger sample. However, it would be more impactful to determine their success based upon business-related metrics such as, revenue, profit or market share expansion or on economic impact measurements, such as jobs created or contributions to the local, regional, national and global economies.
