Dr Noor Muhammad noormuhammad@giki.edu.pk

1. What is corporate entrepreneurship?

2. What is entrepreneurial architecture?

3. What is learning organisation?

4. What is entrepreneurial management versus traditional management?

5. What is entrepreneurial culture?

6. Freedom and control in an entrepreneurial organisation.

Definition

Corporate Entrepreneurship is the term used to describe entrepreneurial behaviour in an established, larger organisation.

Burns (2007)

1. Entrepreneurial behaviour in established, larger organisations.

2. Creation of new business units.

3. Development and implementation of entrepreneurial strategic thrusts.

4. Emergence of new ideas from all levels in the organisation.

1. Corporate venturing: Galbraith (1982), Burgelman (1983), Drucker (1985), Christensen (1997)

2. Intrapreneurship: Kanter (1982), Pinchot (1985)

4. Entrepreneurial transformation: Peters & Waterman (1982), Ghoshal & Bartlett (1997), Kanter (1989), Tushman & OReilly (1996), Burns (2005)

Birkinshaw (2003)

1. Grasp opportunity by innovating:

Doing things differently

2. Managing through uncertainty by:

Developing informal relationships and networks with customers, staff and suppliers

Continuous strategising, developing strategic options underpinned by a strong vision

Justifying risk through information and knowledge

Architecture is the relational contracts within and around an organisation -

with customers, suppliers and staff. It is based on trust and underpinned by

mutual self-interest.

Kay (1993)

Culture

Structure and size

Leadership

Organisational architecture Strategy

Environment

The Learning Organisation

A learning organisation is one that:

Facilitates the learning of all its members and continuously transforms

itself.adapting, changing, developing and transforming themselves in

response to the needs, wishes and aspirations of people, inside and

outside.

(Pedler et al., 1991)

Experience

Form concepts

Reflect Test

concepts

Know Why

Know How

Experience

Form concepts

Reflect Test concepts

Know How

Mental Models Assumptions Theories about the

world

Know Why

1. True learning is by acquiring both know-how and know-why through the wheel of learning and thereby understanding causality (cause & effect).

2. Mental models are shaped by and help shape experience.

3. Learning happens when you share, examine and challenge mental models.

4. The most important learning occurs on the job.

1. Having vision and ideas

2. Long-term, strategic planning

3. Communication: Internal and External

4. Creating the culture by example

5. Monitoring and controlling performance

The Entrepreneurial Leader

1. Providing a clear focus on key issues and concerns, on the right things.

2. Getting everyone to understand this focus through effective communication practices.

3. Acting consistently overtime to develop trust.

4. Demonstrating through actions that the leader cares for and respects the organisations members.

5. Creating empowering opportunities that involve the organisations members in making the right thing their own priorities.

Entrepreneurial

1. Results

2. Job

3. Open

4. Loose

Administrative

1. Process orientation

2. Employee orientation

3. Closed system

4. Tight control

Hofsted (1990)

Enhances learning

1. Balances interests of stakeholders

2. Focuses on people

3. Empowers people & makes them believe

4. Encourages open communication

5. Believes in teamwork

6. Has approachable leaders

Inhibits learning

1. Tasks more important than people

2. Focus on systems

3. Allows change only when necessary

4. Restricts information & communication

5. Believe in competition between individuals

6. Has controlling leaders

Close supplier

relationships

Close relationships

with staff

Egalitarian Belief in

teamwork

Commitment

Sharing information &

knowledge Opportunistic Achievement orientation

Change is normal Work is fun

Self-confident but realistic

Celebrating success

Belonging, ownership

Close customer

relationships

Shared visions

Acquiring information &

knowledge

Building networks

People are important

Time for learning and innovation

Open communication

Emphasis on future

Personal responsibility

Attention to basics

Doing the right thing

Hands-on management

Strong relationships

Sharing information &

knowledge

Creative, innovate

Measured risk-taking

Empowered can-do staff

High-level attributes

Detailed elements of culture

Organic structure

1. Open free-flowing communication

2. Allows different operating styles

3. Authority based on expertise of individual

4. Free to adapt to change

5. Emphasises getting things done

6. Loose and informal control

7. Behaviour shaped by situation & personality

8. Participative decision-making

Entrepreneurial management style

Mechanistic structure

1. Highly structure & restricted communication

2. Stresses uniform operating styles

3. Authority based on role & position

4. Reluctance to change

5. Emphasises compliance with processes &

procedures

6. Tight control

7. Behaviour constrained by job description

8. Hierarchical decision-making

Bureaucratic management style

Space

Support

Boundaries Direction CONSTRAINT

Too much

Too little

Too few Too little

Birkinshaw (2003)