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A Global:
globalisation, outsourcing, international
intelligence
-
:Companies experiencing a
general lack of
long-term control over external environments
, Sustainable
Advantage: Challenges of
changing environments:
1
reinvent themselves: external force internal
requires to continually changes changes
AAFSI ·
adaptability --
ability to adjust >
Unclear competitive
in fast
strategy, traditional methods are not effective
·
flexibility -
design strategies changing env
3
Speed ->
quickly acting on opportunities Change also means
opportunity, new market
segments
.
Aggressivness -> intense, focused approach
· Innovationess -> priority on innovation (process/products/markets)
Entrepreneurship?
process
the of
creating value by bringing together a
unique combination of resources to exploit
an opportunity"Stevenson B Jarillo-Mossi, 1986
four key elements:
->
Why most
this is the
involves a process
create value where there was none before feasible definition:
·unique way
·opportunity driven behavior
Corporate Entrepreneurship
used to describe established mid-sized
large organisations
"
entrepreneurial behavior inside and
by Kuratko et al 2015
-centers on
enhancing the companies to
ability aquire andact
upon innovative skills capabilities.
↳ themselves
renewing
·
innovation ·
corporate venturing
Strategic renewal
·
Managment us Entrepreneurship
·managment-setting objectives 5 coordinating resources (getting things done through people)
transformation process
·art B science
·
entrepreneur--envisions future, recognising patterns, untapped opportunities
creative capabilities
vision, willingness to take risk
and
focusing on
creating a future
, Organisational Life Cycle D'Revolution as
organizations grow
Griener (1998):
suggests firms enter a
stage, in wich are until
they they reach a crisis
point, andhow they deal with it determines
Dir coord
CDC
F
the next
stage
StageininGrowthattheSmartengineTreative
I I
del
↓ collab
cre
Crisis:demands proffessional leadership
of
greater size requiredmore
Stage 2:
growth through
to
direction
giving power organisation professional managers
keyresponsibility
↳take from
away supervisors
Crisis:demand for greater autonomy on lower level
managers
Stage3:growth through delegation:top managers have to
relinquish some
show
of their
autonomy anddo
power equalisation
↳ decentralisation of -> scaredlower managers will run their own no
-
coordination
power
losing sense
Crisis: of control, bad communication, mixed
signals, inconsistancy
Stagel:growth through coordination:
formal coordination system
↳ conflict between line and staff
↳organisation becomes too large and complex to be thru
rigid formal
managed systems and
programs
Crisis:red tape, basically means too
many rules, which difficult and time
make it
consuming to accomplish tasks
Stage 5:growth through Collaboration:empathises greater spontaneity in
managment (social andself control, insead of formall
↳ Greiner
emptionally (psychologically exhausted)
unsure about
crisis
next ->
-Team, Matrix, Training &Development and new practices
with:
begins
each phase
Evolutionary period: dominant
managmentstyle achieve
to
growth
ends with:
-
Revolutionary period:dominantmanagmentproblem thatneeds be solvedbefore
to
growth
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