...1.) What is the fundamental purpose of this book – and, it follows, of the course? The fundamental purpose of this book is to teach us the great importance of corporate entrepreneurship and innovation that helps companies sustain their competitive advantage. Companies today know that they must be faster, more flexible, more aggressive and more innovative in order to maintain the competitive edge. The focus is on creating work environments where entrepreneurship is not the exception, it is the norm. Therefore, the purpose of this course is to teach and challenge us to develop and defend our opinions regarding the matters related to corporate entrepreneurship. We will then take these ideas, concepts, tools, and frameworks to which they are exposed and apply them in a series of real world cases and contexts. 2.) What, then, is the fundamental choice that established companies are being faced with? The fundamental choice that established companies are being faced with is the choice of whether or not to start using “new management thinking” or sticking to their old methods. Companies today are forced to be able to adapt, adjust and redefine themselves to be able to sustain their competitive advantage. They must continually accept new ideas, methods, and things that haven’t been tried before. The only way to sustain that competitive advantage or get a jump on the competition is to be continually innovative in coming up with new bright ideas. 3.) What are the two key...
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...Introduction to Corporate Entrepreneurship Executive Summary Entrepreneurship is the process or application that drives creation and development of creative and innovative ideas (Frederick and Kuratko 2010). It involves market changes through systematic process to assist in the identification and address of new business opportunities (Alizadeh 2012). Corporate entrepreneurship is about the total process whereby organisations act in an innovative, risk-taking and proactive (Bouchard 2010) ways to help organisations, similar to entrepreneurship of creative and innovative thinking, however, the keyword for corporate entrepreneurship is ‘Organisation’. The aim of this manual was to describe and give an overview of corporate entrepreneurship to senior management and provide the necessary information and updates for an organisation to implement entrepreneurial thinking with its’ internal resources within its organisation. The manual will provides insightful information through the principle types and various dimensions of corporate entrepreneurship. The manual also included the journey through the various generations of innovation process models from simple to full integration models. To promote corporate entrepreneurship within organisation, a framework serving as best practices was discussed in the manual to support smooth adoption and implementation of corporate entrepreneurship. The manual will put emphasis on the different focal areas of corporate entrepreneurship such as benefits...
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...| Corporate Entrepreneurship | Strategic Management II | | MDI Gurgaon | 8/9/2014 | | Group 8 13P131 Ashir Madaan 13P168 Shivang Gupta 13P170 Shweta Verma 13P172 Siddharth Gautam 13P174 SK Armaan Sarkar 13P175 Sohan Shetty Contents Executive Summary 3 1. Introduction 4 2. Corporate Entrepreneurship 5 3. Google & Corporate Entrepreneurship 5 4. Strategies followed by Google 5 4.1 Involvement of top leadership 5 4.2 Project Kennedy 5 4.3 Launch & Iterate 5 4.4 Lead Users 5 4.5 Leveraging employees for fostering innovation 5 4.6 TGIFs & FIXITS 5 4.7 Googlegeist 5 4.8 Google Moderator 5 4.9 Google X & Moonshot mentality 5 4.10 Recruitment policy 5 5. Google’s eight pillars of Innovation 5 6. Results 5 7. Issues faced by Google with respect to Corporate Entrepreneurship 5 8. Conclusion 5 9. References 5 Executive Summary Corporate Entrepreneurship is a concept in Strategy whereby companies in order to trigger innovation in their organization tap into the entrepreneurial ability of its employees. The process of innovation can vary and methods are different for mature organizations and young organizations. In this project we have tried to review the how corporate entrepreneurship is employed in Google to innovate its products and services. As Google is a young...
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...Review Questions Contrast the following terms: a) Critical path scheduling, Gantt network diagramming, slack time Network diagramming is a critical path scheduling technique whose sequence of task activities directly affect the completion date of a project. A major strength for network diagramming is its ability to represent how completion dates can vary for activates or task and is more used that Gantt Charts. Gantt charts visually show slack time available within an earliest start and latest finish duration where a network diagram show this by data within activity rectangles. b) Project, project management, project manager A project is a planned undertaking of a series of related activities to reach an objective that has a beginning and an end. Project management is a controlled process of initiating, planning, executing and closing down a project and a project manager is responsible for initiating, planning, executing and closing down a project. c) Project initiation, project planning, project execution, project closedown Project initiation is the first phase of the project management process in which procedures are established and task are performed to assess the size, scope and completion of the project, project planning is the second phase that focuses on defining activities and the work needed to complete the project and the project closedown is the final phase that focuses on bringing the project to a close. d) Project workbook, resources, work breakdown...
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...ENFB71-104 Entrepreneurship and Innovation Session 3: Entrepreneurial Strategy Baden U’Ren buren@bond.edu.au Level 4, Room 9 5595 2212 Overview Review of the readings Innovation and Entrepreneurship Entrepreneurship in a Corporate Context Entrepreneurial Strategy What is Innovation? Something NEW that creates VALUE What is Innovation? “Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced” - Peter Drucker Source: Schaper & Volery (2007) Entrepreneurship and Small Business 2nd Edition. Wiley. p.69 Creativity ideas, concepts & inventions Innovation the process of development and commercialisation Entrepreneurship couples opportunities and resources Innovation Exploit Incremental Explore Radical Kirzner The producer-entrepreneur •Alert and responsive to opportunities that exist •Exploits disorder (gaps) to move the market back to equilibrium Schumpeter The innovator-entrepreneur: •Creates products and processes to disturb market equilibrium •Creates opportunities Innovation & Performance Some ‘stylised facts’ about the relationships between innovation and performance: Relationships between R&D, patents, new products and performance are strongest at the industry level, weakest at the firm level Returns from...
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...Course: Entrepreneurship ECTS: 6 Teacher: Prof. Dr. Boštjan Antončič, Assist. Tina Bratkovič Course Description The course provides an overview of the entrepreneurial process and is designed to give students an in-depth understanding of different aspects of entrepreneurship. The issues addressed in class will focus on psychological and sociological views of entrepreneurship, the identification of opportunity, entrepreneurial networks, corporate entrepreneurship and international entrepreneurship. Through a combination of lectures, case analyses, in-class discussions and exercises, the students will develop the knowledge and skills necessary for writing and presenting a business plan. |Course timetable |Topics | |Class 1 |Brainstorming session – selection of business idea (1) | |Class 2 |Brainstorming session – selection of business idea (2) | |Class 3 |Psychological and sociological views of entrepreneurship | | |Market opportunity and market analysis | |Class 4 |Entrepreneurial networks ...
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...Entrepreneurship Research, April 2008 KC Lim Contents Abstract 1. Introduction a. b. The Continuing and Evolving Research on Entrepreneurs The Importance of Successful Entrepreneurship Today and Tomorrow 3 4 4 5 2. Literature Review a. Introduction i. Definition of Entrepreneurs Previous Areas of Entrepreneurship Research i. Personality Traits • Motivation • Risk Propensity and Uncertainty ii. Cognition • Intention and Opportunity Seeking • Innovation iii. Population Ecology c. Topic for this Study/Theoretical Framework i. The Broad Research Problem 5 5 7 9 9 10 10 10 11 12 13 13 13 14 14 15 16 16 16 16 18 18 19 22 24 27 27 29 30 b. 3. Hypothesis for Research a. Hypothesis Statements 4. Methodology 5. Analysis of Survey Data a. b. Data Compilation Analysis & Findings i. Background Data of Respondents ii. Findings 1. 2. 3. 4. 5. Cognition in Basic Business Areas Do Emotions Figure? Preferences for Source of Funds Preferences in Knowledge Acquisition More Specific Business Aspects i. Holding Company Together ii. Growth Factors iii. Continual Growth . HELP University College, 28 October 2009 Page 1 of 43 Entrepreneurship Research, April 2008 KC Lim 6. Limitations 7. Recommendations 8. Conclusion 9. Appendix 10. References 32 32 33 35 36 . HELP University College, 28 October 2009 Page 2 of 43 Entrepreneurship Research, April 2008 KC Lim Abstract This paper presents the findings of a general opinion survey on successful small...
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...When we think of entrepreneurship, we often think of small, start-up firms. Describe how a large corporation in an established industry can be “entrepreneurial” and discuss how Peng’s entrepreneurial strategies apply in this situation. Entrepreneurship as a scholarly field seeks to understand how opportunities to bring into existence future goods and services are discovered created and exploited, by whom and with what consequence (Venkataraman,1997). Entrepreneurship is nothing but the identification of those resources which were previously unexplored. Entrepreneurial opportunities do not only take the form of new products and services, they can also take the form of new methods of production, new raw materials, new ways of organising and new markets. For large corporations in an established industry, entrepreneurship is a big challenge. The companies must innovate and develop new ideas in order to motivate their leaders for entrepreneurship. Two steps must be followed to achieve this goal. Firstly, companies must periodically evaluate its product performance and need to have complete information about the environment in which it is operating. Secondly, in order to achieve success, the companies must experiment with their existing products. They should have their one face focused on the old strategy and the other seeking out the new one. When an existing company starts new venture, it face lot of barriers because it is a risky proposition. They must consider industry’s condition...
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...through assertive risk-taking and innovation". Intrapreneurship is now known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship. Ultrapreneurship like also an intrapreneur in such a way that they are part of an existing org. large or small. Ultrapreneur is an enterprising or entrepreneurial fellow but his innovation commences within the organization itself and whose impacts may extend beyond the organization to which he or she is directly a part. eg. realizing new opportunities such as forming a subsidiary organization.. Significance of Entrepreneurship in economic growth This study confirms that the level of entrepreneurship in a given country has a significant positive effect on the level of economic growth in that country. Contrary to some established theories, this study has found evidence that the level of entrepreneurship in a given country is not explained by the levels of the traditional causes of economic growth in that country (specifically the amounts of labor, capital, and knowledge that a country possesses as well as the presence or absence of market friendly government policies). Instead, entrepreneurship acts as an independent factor. Factors that affect growth of Entrepreneurship Economic environment Social environment Compelling factor Cultural factor Facilitating factor ...
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...Entrepreneurship is the process of starting a business or other organization. The entrepreneur cultivates a corporate model, obtains the human and other necessary means, and is completely accountable for its achievement or disappointment. Entrepreneurship functions within an entrepreneurship environment (Maier, V., & Zenovia, C. P. 2011). According to Maier, V., & Zenovia, C. P. (2011), entrepreneurship and intrapreneurship are similar because both involve an exclusive business theory that takes the form of a product, process, or service, both are ambitious by an specific supporter who works with a group to convey the perception to realization, both are based on worth formation and responsibility to a consumer, and both require possibility and necessitate risk management strategies. Entrepreneurship would be a better advantage to me in my current career. Being entrepreneur is a challenging task to take on but the outcome will be lasting and fulfilling for my family and career. The purpose for me striving to be an entrepreneur is to set a foundation for my children to make their lives better and to give people a second chance that made mistakes in life due to environmental situations and or being young and lacking knowledge. Also I dislike the interviewing process and I personally never want my children to go through it and feel rejected; therefore, I am encouraging them to attend college and obtain a degree for the purpose of adding on to the family business or opening their...
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...intrapreneurship as “behaving like an entrepreneur when you’re employed at a large corporation for the benefit of the corporation as a whole” and believed that being appointed as an intrapreneur before giving a shot at entrepreneurship is a great method developing management skills and techniques before stepping into the entrepreneurial world. Apart from just a set of skills and great techniques there are also personality and character qualities that make up a successful intrapreneur or entrepreneur. “The most successful are risk takers who are driven by a vision of something that is better in the world,” Pinchot says. “They are honest and use a balance of intuition and analysis to make their decisions.” Other scholars have defined intrapreneurship in many different of ways. Expressions such as corporate entrepreneurship (Burgelman, 1983, Vesper, 1984; Guth and Ginsberg, 1990; Hornsby et al., 1993, Stopford and Baden-Fuller, 1994), corporate venturing (MacMillan, 1986; Vesper, 1990), and internal corporate entrepreneurship (Schollhammer, 1981, 1982; Jones and Butler, 1992) have been used to describe the phenomenon of intrapreneurship (Antonic and Hisrich, 2001). Recently, Antoncic and Hisrich, (2001:497) have defined intrapreneurship more broadly as “entrepreneurship within an existing organization.” The Chief Executive of Common Purpose, Julia Middleton deems that managers must look out for new and better opportunities for young managers to...
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...1042-2587 © 2008 by Baylor University E T&P Entrepreneurship in Emerging Economies: Where Are We Today and Where Should the Research Go in the Future Garry D. Bruton David Ahlstrom Krzysztof Obloj Emerging economies are characterized by an increasing market orientation and an expanding economic foundation. The success of many of these economies is such that they are rapidly becoming major economic forces in the world. Entrepreneurship plays a key role in this economic development. Yet to date, little is known about entrepreneurship in emerging economies. This introductory article to the special issue on entrepreneurship in emerging economies examines the literature that exists to date in this important domain. It then reviews the research that was generated as part of this special issue on this topic. The article concludes with a discussion of the critical future research needs in this area. Introduction The quantity and quality of entrepreneurship research has increased dramatically over the last 15 years. Today, entrepreneurship research is some of the most widely cited in the management discipline, with leading journals dedicated to its study and well-recognized conferences supporting its development. The methods employed and the theory foundations used in entrepreneurship today are consistent with mainstream management research. However, entrepreneurship research can still be critiqued as almost exclusively focused on North American and European research sites...
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...Entrepreneurship and Small Business Management Unit Code: MAR 602-6 Small Business and Entrepreneurship Mr. Pradeep Kashyap MART consultancy Submitted by: Jayesh Kannan – 1221961 Abin Jacob - 1133828 1|Page Entrepreneurship and Small Business Management Unit Code: MAR 602-6 About Pradeep Kashyap Pradeep kashyap, the CEO and the founder of MART, is known as the father of rural marketing in India. He is currently the marketing consultant of the Ministry of Rural Development and has worked with the Prime Minister’s Office and Chief Minister Committees on rural development. He has also worked as a consultant in the World Bank and United Nations and was the Chairman of Khadi Commission National Marketing Committee and a member of the National Bank for Agriculture and Rural Development (NABARD) and Small Industries Development Bank of India (SIDBI) national advisory committees. Pradeep Kashyap has 20 years of history, working with multinational companies like EXIDE, BOSCH & DENSO, and another 20 years as the guide for the rural development and marketing committees. Mr. Kashyap is a regular speaker at various CEO forums both within the county and outside India. He is very well known as a leader and an entrepreneur. In 2008 at Cannes Lions in France, he was the only speaker from India among the 50 global speakers all around the world who addressed 24 seminars. Mr. Kashyap is often invited by top business schools in India as a guest speaker. Pradeep Kashyap also...
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...“Entrepreneurs are born not made.” Critically analyse this statement with reference to the literature and to your experience of entrepreneurship. This essay aims to evaluate the various traits identified with entrepreneurs, and then establish whether entrepreneurs are born with these traits, or whether, they are shaped and developed through their life experiences. Put simply the purpose of this essay is to establish whether entrepreneurs are ‘born or made’. This essay focuses on two distinct schools of researchers in the field of entrepreneurship: The more traditional group of researchers has focused on the personality characteristics of the individual, the internal factors, whilst a second group of researchers have taken a social cognitive approach. They look at the relationship between an individual and his or her environment. The external factors include culture, role models, work experience, education, and environment. This essay looks at the early definitions of an entrepreneur, evaluates the literature which supports the theory that entrepreneurs are ‘born’, and also evaluates the proposal that there is a relationship between the individual entrepreneur and their social environment, that is, entrepreneurs are ‘made’. Cantillon (1756) defined the entrepreneur as engaging in business without an assurance of profits; thus the bearing of risk being the distinguishing feature of an entrepreneur. Jean Baptiste Say expanded on this by making the entrepreneur the pivot of the...
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...Entrepreneur & the Business HEADING: Innovation, Entrepreneurship in Developing organisations. Introduction Defining Innovation and Entrepreneurship Traditional Drivers of Innovation Examining entrepreneur influences (public policy) Examining & evaluating Conclusion HEADING: Innovation, Entrepreneurship in Developing organisations. Introduction Entrepreneurship, as an engine of organisational change and development, defies conventional definition. This enigmatic status is attributable to an ever-changing nature in the face of developing social and economic conditions, as well as an ongoing evolution of the framework that surrounds its study. However, despite the shifting landscape, there tends to be agreement that entrepreneurship revolves around both the broad qualities and narrow actions within types of enterprise which require execution from an individual’s explicit control over some aspect of the unknown. With such a consensus in mind, this paper will delve into the effects an intrapreneur might have within the development of an organisation and examine the affects, which barriers might affect them in corporate innovation through internal entrepreneurship. Defining Innovation and Entrepreneurship While the economic contexts of entrepreneurship are frequently reported, it is also important to recognise how it is that enterprise maintains a role in sculpting the society in which it occurs. Essentially, the function of an entrepreneur is basically an...
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