...EFFECTS OF INTRAPRENEURIAL PRACTICES ON COMPETITIVENESS OF MEDIUM SIZED ENTERPRISES IN NAKURU MUNICIPALITY OLILO NICODEMUS AMBOYE A Research Project submitted to the Graduate School in Partial Fulfilment for the Requirements for the award of Master’s Degree in Business Administration of Egerton University EGERTON UNIVERSITY OCTOBER 2012 DECLARATION AND RECOMMENDATION This research project is my original work and has not been presented to this or any other Institution of higher learning. ______________________ ________________ Olilo Nicodemus Amboye Date CM11/0305/07 RECOMMENDATION This research project has been submitted for examination with our approval as Egerton University supervisors. Supervisors Date 1. Dr. Mshenga Patience. Department of Business Administration. Egerton University. 2. Dr. Maina Waiganjo. Department of Business Administration. Egerton University. COPYRIGHT All rights reserved. No part of this report may be reproduced, stored in any retrieval system or transmitted in any form or means, electronic or mechanical including photocopying, recording or any information storage and retrieval system or otherwise, without prior written permission of the author or Egerton University. Nicodemus Amboye Olilo © 2012 DEDICATION To my wife Leah Wanjiku and sons Wayne...
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...Abstract This study aims to advance our understanding of motivation at work and examines its effects on intrapraneurship and competitive performance in the high tech companies by reinterpreting the existing literature regarding motivation and conducting an empirical study to see the relationship. 1. Motivation in the Workplace 1.1. Work Motivation 1.2.1. Its Definition and Importance Motivation, in its broadest sense, is the force that drives behaviour. It is the act of stimulating someone or oneself to get desired course of action, push the right button to attain desired goals. Motivation is the reason for people to do a specific behaviour or make a decision. Each decision or choice has its own set of determinants, only employee motivation in the work context and its impacts will be elaborated in this paper. Motivation is always a goal-oriented process. It is a crucial factor in the accomplishment of company goals; by work motivation, employees are induced and energized towards company goals through a specific way. As Craig Pinder stated in his book “Work motivation in organizational behaviour” in 1998, work motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behaviour and to determine its form, direction, intensity, and duration. Motivation at work is a crucial determinant of work performance. In general, productivity depends on 3 things: resources...
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...Three Pillars of the College of Business Servant Leadership, Entrepreneurial Spirit and Innovation Grand Canyon University: Introduction to Graduate Studies in the College of Business The three pillars of the College of Business are servant leadership, entrepreneurial spirit and innovation. The first one that I am going to discuss is servant leadership. Servant Leadership According to Robert Greenleaf, the term servant leadership “involves putting people and ethical considerations intentionally ahead of short term institutional or personal self-interest.” The article that I wrote about in my reference assignment was Servant Leadership, 2.0 .This article discussed the business community and how it is embracing servant leadership. The ten tables of servant leadership. The ten tables are, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people & building communities. (Spears, L.) These ten characteristics have been the foundation for servant leadership scholarship for more than 30 years. According to Barbuto and Wheeler (2006) there are five leadership factors. These factors are altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship. “Sendjaya, Sarros, and Santora (2008) identified six dimensions of servant leadership, which are voluntary subordination, authentic self, covenantal relationship, responsible morality, transcendent spirituality, and transforming...
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...Development, Sabrina McKay is a valuable asset with exceptional expertise that involves several organizational development initiatives. However, due to the harshness of Best Snack’s situation, the company is forced to evaluate the likes and dislikes of their constituents in order to compete with success. This paper will address Best Snack’s circumstance in a manner of resolving issues and realizing future opportunities, engaging stakeholders throughout the process to ensure success, and implementing a strategic plan involving new innovative ways and creativity as a vital part of the company’s culture. Describe the Situation Issue and Opportunity Identification The snack food industries over the past number of years have come to understand how this increasing commodity has broadened its horizon in this changing arena. In order to create a constant firm stand in this industry, Best Snacks will have to address the issues of the declining in sales, market share decreases, stock prices taking a dive, the jeopardy of losing its long-term popular place in the snack market and lack of innovation or creativity. Best Snacks has the opportunity to incorporate a cultural change program designed to increase employees’ creative thinking skills in which would enhance creativity and innovation. By doing this, Best Snacks would open up new realm of strategies in organizational theory, design and change. The issues and opportunities that Best Snacks are faced with are explained in Table 1. ...
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...facing. Such as, the decline in sales, market share decreases resulting in their stock prices dropping significantly, the possibility of losing their long-term popular place in the snack food industry due to the lack of their innovation and creativity. Best Snacks has the chance to integrate in a cultural change program aimed to increase employees’ creative thinking skills resulting in their increase in innovation and creativity at work. By doing this, Best Snacks would open up new realm of strategies in organizational theory, design and change. In examining and recognizing what opportunities are available, taking into account the issues it would be critical to first assess and develop a strategic innovation plan consisting of intrapreneurship and creativity. “The leaders of innovation and new product development in established organizations are intrapreneurs,...
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...Describe the concepts of strategic vision (intent), mission, and goals Mission - An organization’s basic purpose and scope of operations Strategic vision – The long-term direction and strategic intent of a company Goals - A target or end that management desires to reach. Goals should be SMART - specific, measurable, attainable, relevant, time-bound Explain what a Core Competency means for an organization Core Competence – A unique skill and/or knowledge an organization possesses that gives it an edge over competitors. When resources are valuable, rare, imitable, and organized, they can be viewed as a company’s core competence. Describe what Porter's Five Forces Model is and how it is used in the strategic planning process * Rivalry * The threat of substitutes * Buyer Power * Supplier Power * Barriers to Entry The competitive environment includes rivalry among current competitors and the impact of new entrants, substitute and complementary products, suppliers, and customers, In strategic decision making, Porter’s model is an excellent method to help managers analyze the competitive environment and adapt to or influence the nature of their competition. Explain the components of a SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategies. Managers formulate a strategy that will build on the SWOT analysis to take advantage of available opportunities by capitalizing on the...
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...Enterprise Risk Management at Hydro One (A) An early adopter of Enterprise Risk Management, energy giant Hydro One anticipated new threats and opportunities in an industry that faced climate change and carbon legislation, the deregulation of electricity markets, and the greater adoption of renewable technologies. CEO Laura Formusa felt Hydro One's risk profile had shifted, to the extent that she had to ask herself -- was the strategy tenable? The case provides a rich description of Enterprise Risk Management in action, and shows how Hydro One executives arrive at a shared understanding of the risk profile of the company. In the narrative a diverse group of managers (the chief executive, the chief financial officer, the head of the public relations and the chief regulatory officer) voice their views on the risks, collectively bringing a multiple stakeholder perspective to the risk profile. The case challenges students to define the problems and risks that the company faces, given its strategic objectives, its evolving risk profile, and the changing environment. The case also offers a discussion ground for defining the role of the chief risk officer, and the relationship between risk management, strategic planning and capital budgeting. Procomp Informatic: Stepping on Ethical Landmines in Asia The collapse of Procomp Informatics Ltd, a major Taiwanese chipmaker, has been regarded by Taiwan's market watchdogs as similar to the scandal of the U.S. energy giant Enron in 2001....
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...The past thirty years have witnessed the most powerful emergence of entrepreneurial activity in the world. Entrepreneurs are now described as aggressive catalysts for change in the world of business; individuals who recognize opportunities where others see chaos, contradiction, or confusion. They have been compared to Olympic athletes challenging themselves to break new barriers, to longdistance runners dealing with the agony of the miles, to symphony orchestra conductors who balance the different skills and sounds into a cohesive whole, or to top-gun pilots who continually push the envelope of speed and daring. The U.S. economy has been revitalized because of the efforts of entrepreneurs, and the world has turned now to free enterprise as a model for economic development. The passion and drive of entrepreneurs move the world of business forward as they challenge the unknown and continuously create the future (Kuratko, 2002). Several methods have been used to measure the impact of entrepreneurial ventures on the economy—for example, efforts to start a firm (which may not be successful), incorporation of a firm (which may never go into business), changes in net tax returns filed (reflecting new filings minus filings no longer received), and a substantial amount of full-time and part-time self-employment. According to the Small Business Administration, 672,000 new businesses were created in 2005; the largest in US history (even 12% higher than the...
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...ORIENTATION OF INDIAN B2B FIRMS The Journal of IIMT Dr. Atanu Adhikari Indian Institute of Management Kozhikode Kerala, India Prof. Manpreet Singh Gill faculty of marketing with L.G.C Ludhiana, India Journal of Services Research, Volume 11, Number 2 (October 2011 - March 2012) ©2011 by Institute for International Management and Technology. All Rights Reserved. Market orientation in B2B industry, both in developed as well as developing countries, acts as the implementation part of marketing. In very limited number of earlier studies conducted in emerging economies, market orientation has been considered as a part of firm capabilities, or as a part of firm resources or how it leads to different types of learning or innovations in organizations. None of the studies so far have tried to find out how firm's resources, capabilities and technology would adversely affect market orientation. In the present study we have treated market orientation differently from firm's resources and capabilities and have tried to find out extent to which the firm's resources, capabilities and technology would contribute to firm's market orientation. From data of 215 Indian B2B companies operating in capability, resource and technology intensive industries we show that which one out of resources capabilities and technology, would play a major role in the market orientation of each of these industries. While resources, capability and technology play an important role in market orientation...
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...A study of factors related to successful and failure of entrepreneurs of small industrial business with emphasis on their level of education and training Yadollah Mehralizadeh (PhD)1 & Hossain Sajady (PhD)2 (With Ahmad Zandavanian and Yaser Timoury) Abstract This paper examines the determinants of business start-up, long and short-term success, and failure of small businesses. Entrepreneurs and small firm success and failure have been the subject of extensive research. It is important to understand the external, internal, and motivational factors responsible for business start-up, the barriers faced during the initial and continuous stages of trading and the advice and assistance available to entrepreneurs. This paper is aiming in explaining the main factors are related to successful, and failure of entrepreneurs in small industrial business in Ahvaz city3. Based on a random sampling 51 enterprisers marked as successful and failures are selected. The data collected based on a triangulation method (interview, questionnaire, and observation). The results show that: a- from the failure entrepreneurs point of view the following issues were important effects on their weak performance and failure their business: weak managing technical skills, financial issues, planning and organizing of their business, economic issues, informal issues, weak managing conceptual skills, personnel skills, education and low training, and weak human relation. b- from the successful entrepreneurs point...
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...no. 2-0018 Analog Devices, Incorporated: Microelectromechanical Systems (MEMS) From a conference room on the top floor of the four-story semiconductor manufacturing facility, Ray Stata briefly took in the view of the Massachusetts Institute of Technology (MIT) campus. In particular, he noticed the building under construction that would soon bear his name. Asked how this particular honor felt, Mr. Stata responded with a humble shrug. However, when asked about the Microelectromechanical Systems (MEMS) business, Mr. Stata was willing to show considerable pride. Mr. Stata was Chairman of Analog Devices, Incorporated (ADI), a company which he co-founded in 1965. MEMS was one division. He had invested a tremendous amount of personal attention and energy to the success of MEMS – and risked his reputation. In fact, without his vision and dedicated leadership, this ambitious, entrepreneurial effort would have collapsed under mounting losses several years earlier. During one three-year stretch, from 1997 to 2000, Mr. Stata had decided to simultaneously serve as Chairman of ADI and General Manager of the MEMS division in order to keep the venture alive. In 2002, Mr. Stata regarded the MEMS business as a jewel. With worldwide technical supremacy that had been built over fifteen years, the business was profitable, and the long-term growth prospects appeared tremendous. Still, he readily acknowledged that many of his colleagues disagreed with his assessment that the business was an unqualified...
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...no. 2-0018 Analog Devices, Incorporated: Microelectromechanical Systems (MEMS) From a conference room on the top floor of the four-story semiconductor manufacturing facility, Ray Stata briefly took in the view of the Massachusetts Institute of Technology (MIT) campus. In particular, he noticed the building under construction that would soon bear his name. Asked how this particular honor felt, Mr. Stata responded with a humble shrug. However, when asked about the Microelectromechanical Systems (MEMS) business, Mr. Stata was willing to show considerable pride. Mr. Stata was Chairman of Analog Devices, Incorporated (ADI), a company which he co-founded in 1965. MEMS was one division. He had invested a tremendous amount of personal attention and energy to the success of MEMS – and risked his reputation. In fact, without his vision and dedicated leadership, this ambitious, entrepreneurial effort would have collapsed under mounting losses several years earlier. During one three-year stretch, from 1997 to 2000, Mr. Stata had decided to simultaneously serve as Chairman of ADI and General Manager of the MEMS division in order to keep the venture alive. In 2002, Mr. Stata regarded the MEMS business as a jewel. With worldwide technical supremacy that had been built over fifteen years, the business was profitable, and the long-term growth prospects appeared tremendous. Still, he readily acknowledged that many of his colleagues disagreed with his assessment that the business was an unqualified...
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...what, where, why, and how of international business. WHAT? Section one introduces what is international business and who has an interest in it. Students will sift through the globalization debate and understanding the impact of ethics on global businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat categories, the rapid changes within countries are redefining how global businesses think about developed, developing, and emerging markets. This section addresses the evolving nature of country classifications and helps develop a student’s ability to comprehend the rationale of how to analyze a specific...
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...ARTICLE IN PRESS Technovation 30 (2010) 291–299 Contents lists available at ScienceDirect Technovation journal homepage: www.elsevier.com/locate/technovation Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance Matthias de Visser a,Ã, Petra de Weerd-Nederhof a,1, Dries Faems a,2, Michael Song b,3, Bart van Looy c,4, Klaasjan Visscher a,5 a University of Twente, Capitool 15, 7521 PL Enschede, The Netherlands University of Missouri-Kansas City, 5100 Rockhill Road, Kansas City, MO 64110-2499, USA c Katholieke Universiteit Leuven, Naamsestraat 69, 30000 Leuven, Belgium b a r t i c l e in fo Keywords: New product development process Cross-functional structure Structural ambidexterity Derivative innovation performance Breakthrough innovation performance abstract Based on a survey study of 155 U.S. firms, we conducted a firm-level assessment of the impact of different kinds of structures (i.e., functional versus cross-functional) in different kinds of new product development (NPD) processes (i.e., incremental versus radical) on different kinds of firm innovation performance (i.e., derivative versus breakthrough). We observe that most firms opt for similar structures for their incremental and radical NPD processes. At the same time, though, we find strong evidence that (1) firms that apply a cross-functional structure for the radical NPD process perform significantly better...
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...John Wiley & Sons, Inc. David L. Kurtz University of Arkansas Louis E. Boone University of South Alabama BUSINESS 14TH EDITION Contemporary . . . at the speed of business “The 14th edition of Contemporary Business is dedicated to Joseph S. Heider, who brought me to John Wiley & Sons. Thank you, Joe.” —Dave Vice President & Executive Publisher Acquisitions Editor Assistant Editor Production Manager Senior Production Editor Marketing Manager Creative Director Senior Designer Text Designer Cover Designer Production Management Services Senior Illustration Editor Photo Editor Photo Researcher Senior Editorial Assistant Executive Media Editor Media Editor George Hoffman Franny Kelly Maria Guarascio Dorothy Sinclair Valerie A. Vargas Karolina Zarychta Harry Nolan Madelyn Lesure 4 Design Group Wendy Lai Elm Street Publishing Services Anna Melhorn Hilary Newman Teri Stratford Emily McGee Allison Morris Elena Santa Maria This book was set in Janson TextLTStd-Roman 10/13 by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by R. R. Donnelley & Sons. The cover was printed by R. R. Donnelley & Sons. This book is printed on acid free paper. ∞ Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live...
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