Differences between centralized and distributed approaches to corporate entrepreneurship, the role of product C


Product Champion

What is the difference between centralized and distributed approaches to corporate entrepreneurship?

What best represents Samsung Electronics? Explain your answer.

What is the role of the product champion in creating a new product or service in a business?

How can companies use product pioneers to improve their business development efforts? Explain how the Samsung Electronics case illustrates the business-oriented (Eo) aspects of innovation, initiative, and risk-taking and how they can be combined to create a competitive advantage for businesses business.


A targeted approach to corporate business is when there is isolation of the venture capital entity from the operations of the companies. Targeting approaches are usually taken by an independent team. It creates a team that works independently and pursues business goals independent of the rest of the company (Ahsan & Fernhaber, 2019). The benefit of a centralized approach is that it allows members of the contractor’s team to work and develop outside of the usual constraints imposed by the organization’s existing standards. A distributed approach is when every part of the organization is involved and committed to implementing the policies and principles of entrepreneurship. Devotion to the practices and principles of entrepreneurship can be pervasive throughout the organization. The only advantage of the distributed approach is that the members of the organization do not need to be prompted to think in a business direction (Boone, et al., 2019). The centralized approach is being adopted by Samsung Electronics as Samsung promotes its own product development, instead of copying the products of other companies.

The key role of the product champion is to sell the idea to management and get management interested in the project. The presence of a product champion is quite essential for the success of product innovation in large organizations. Procedures and systems developed in large organizations maintain the status quo and avoid risk. Control mechanisms often require management hierarchies and chains of command (Fujii, 2017). To understand the dynamics of champion-influenced product development, one must recognize that the decision to adopt an idea is a collective one. There are several roles that product champions perform. It serves as a link between the different phases. The decision-making phase usually involves senior management. Samsung Electronics has succeeded in becoming a leader in semiconductor and memory operations. Samsung Electronics is one of the few remaining institutions that can invest in new generations of semiconductors (Keränen & Liozu, 2019). Samsung Electronics strives to make products more accessible to end customers.


Ahsan, M., & Fernhaber, S. A. (2019). Multinational enterprises: Leveraging a corporate international entrepreneurship lens for new insights into subsidiary initiatives. Journal of International Management, 25(1), 51-65.

Boone, C., Lokshin, B., Guenter, H., & Belderbos, R. (2019). Top management team nationality diversity, corporate entrepreneurship, and innovation in multinational firms. Strategic management journal, 40(2), 277-302.

Fujii, S. (2017). Product Champion for Successful Innovation-A Review of the Previous Literature and Challenge for the Future. Br J Res, 4(4), 22.

Keränen, J., & Liozu, S. (2019). Value champions in business markets: Four role configurations. Industrial Marketing Management.

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