Seite - 198 - in Digital Entrepreneurship - Impact on Business and Society

opportunities. Companies should also provide learning and development opportu- nities for their employees to become digital employees. Ecosystem partnership is very important and a company cannot provide the entire business solution, so strategic alliances and customer management are critical for corporate digital entrepreneurship. As largerorganizations are implementingdigital technologies to foster corporate digital entrepreneurship, they can identify potential business ventures to strengthen their competitive positioning in the market. For industrial businesses, product-as-service business models could be piloted for newer products and ser- vices. The organizations can develop joint go-to-market (GTM) strategies with alliance partners to address customer requirements. Corporate digital entrepreneurshipmust be a corporatemandate and a proper organization structure, headedbyaCDOorChief InformationOfficer (CIO), could foster corporatedigital entrepreneurship. References Abd Aziz, S., Fitzsimmons, J. R., & Douglas, E. J. (2008). Clarifying the business model construct. Adner,R.,&Helfat,C.E. (2003).Corporateeffectsanddynamicmanagerial capabilities.Strategic Management Journal, 24(10), 1011–1025. Allison, I. (2019). Codename ‘TrueEngine:’ GE aviation and microsoft reveal aircraft parts certification blockchain. From https://finance.yahoo.com/news/codename-truengine-ge- aviation-microsoft-153044786.html. Ambrosini, V., Bowman, C.,&Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base.British Journal ofManagement, 20(S1), S9–S24. Anand, J.,Oriani,R.,&Vassalo,R.S. (2010).Alliance activity as adynamiccapability in the face of a discontinuous technological change.Organization Science, 1213–1232. Andriole, S. (2017). Is digital privacy a right or a privilege?MIT Sloan Management Review, Spring 2017 issue. Antoncic, B., &Hisrich, R. D. (2001). Intrapreneurship: Construct refinement and cross-cultural validation. Journal of Business Venturing, 16(5), 495–527. Augusto, J. C.,McCullagh, P.,McClelland, V., &Walkden, J. A. (2007, November). Enhanced healthcare provision through assisted decision-making in a smart home environment. In 2nd Workshop on Artificial Intelligence Techniques for Ambient Intelligence. Bahrin,M.A.K., Othman,M. F., Azli, N.N.,&Talib,M. F. (2016). Industry 4.0:A review on industrial automation and robotic. Jurnal Teknologi, 78(6–13), 137–143. Berman, S. J.,&Hagan, J. (2006).How technology-driven business strategy can spur innovation and growth. Strategy&Leadership, 34(2), 28–34. Bilgeri, D., Wortmann, F., & Fleisch, E. (2017). How digital transformation affects large manufacturing companies’ organization. Bendor-Samuel, P. (2017). How to eliminate enterprise shadow IT. CIO. Bollard, A., Larrea, E., Singla, A., & Sood, R. (2017, March). The next-generation operating model for the digital world.DigitalMcKinsey. Burmeister, C., Lüttgens,D.,&Piller, F. T. (2016). Businessmodel innovation for Industrie 4.0: Why the “Industrial Internet”mandates a newperspective on innovation.DieUnternehmung, 70(2), 124–152. Christensen, C. (1997). The Innovator’s Dilemma:When new technologies cause great forms to fall (p. 1997). Boston,MA:Harvard Business School Press. Corporate Digital Entrepreneurship: Leveraging Industrial… 203