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Unformatted text preview: Chapter 12 L eading the Entr epr eneur ial Or ganization
Copyright (c) 2007 by Donald F. Kuratko All rights reserved. E Introduction Entr epr eneur ial initiatives ar e dr iven by individuals but the pr actice of cor por ate entr epr eneur ship is the is a collective r esponsibility I t is imper ative that T op-level M iddle-level F r ontline.... M anager s pr ovide leader ship for Top-Level Managers in the Entrepreneurial Organization
Senior level manager s ar e cr itically E impor tant for pr oviding thr ee cor e r esponsibilities Compelling vision Well-designed company ar chitectur e "Right" per sonnel "the entr epr eneur i a l messa ge must E Traditional General Management vs. Entrepreneurial Leadership: A Comparison of Beliefs and Philosophies
Traditional General Management Resources and capabilities should be protected Definitions of "business" and "purpose" are relatively enduring Play the game better than competitors Designed to optimize implementation of the strategy Stay "close to the customer" Strategic Entrepreneurial Leadership Resources and capabilities should be valued but challenged Definitions of "business" and "purpose" should be periodically reexamined Play the game better than competitors or play your own game Designed to allow for strategic flexibility Stay "close to the customer", but also invest in promising innovations that don't currently meet expressed needs Entrepreneurial activity should lead to as well as follow from strategy Attitude toward... Organizational resources and capabilities The firm's "business" and "purpose" Business strategy Organizational architecture Meeting customer needs Entrepreneurial activity within the organization Organizational learning Entrepreneurial activity should follow from strategy Institutionalize knowledge to avoid having to relearn business lessons Institutionalize a questioning attitude such that learning and unlearning can coexist Entrepreneurial Imperatives of Top-Level Executives Entr epr eneur ial imper atives ar e those E aspects of str ategic leader ship that ar e inher ently entr epr eneur ial in that they r elate to the r ecognition and/or exploitation of oppor tunity N our ish an Entr epr eneur ial Capability Pr otect D isr uptive I nnovations M ak e Oppor tunities M ak e Sense Question the D ominant L ogic Revisit the "D eceptively Simple Questions" Entrepreneurial Leadership and Ambidextrous Top-Level Management: Balancing Competing Demands E Middle-Level Managers: Linchpins in the Entrepreneurial Organization
M iddle-level manager s ser ve as a E conduit betw een those at the top and those at the oper ating level or fr ont-line
T heir centr al position in the or ganization allow s them to gather and absor b innovative ideas fr om inside and outside the The Middle-Level Manager's Entrepreneurial Activities Endor se Refine Shepher d I dentify Acquir e D eploy E A Model of Middle-Level Managers' Entrepreneurial Behavior E See F igur e 12-1
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Organizational Antecedents Management Support Work Discretion Rewards/Reinforcement Time Availability Organizational Boundaries existence Perceived Decision OutcomeRelationship (Individual Comparison) Individual Outcomes (Intrinsic & Extrinsic) Contribution to strategy implementation Enhancement of skills set Stronger link to core competencies Bonuses Salary increases Promotions Recognition Entrepreneurial Outcomes Organizational Outcomes Strategic renewal Creation of new ventures Enhanced reputation Development of value-creating core competencies Effective strategic adaptation Increased in organizational knowledge More innovative behavior More innovations Improved financial performance Increased market share Enhanced reputation perception Middle-Level Managers' Entrepreneurial Behavior Championing Synthesizing Facilitating Implementing (perception of desirability and feasibility of these actions) Perceived Activity-Outcome Relationship (Firm Comparison) Middle-Level Managers: Linchpins in the Entrepreneurial Organization
D istinction betw een top-level and middle-level manager s
T op-level manager s often deter mine E str ategic actions M iddle-level manager s most often implement the str ategic entr epr eneur ial activities designed by top-level management E Managers and Non-Managerial First-Level
Personnel: Entrepreneurship at the Grassroots Level F ir st-level manager s have thr ee r oles w ithin the cor por ate entr epr eneur ship r ealm Exper imenting r oles Adjusting r oles Confor ming r oles First-Level Managers and Non-Managerial Personnel: Entrepreneurship at the Grassroots Level F ir st-level manager s and nonmanager ial per sonnel oper ate as both Or der tak er s E Autonomous actor s E Managers and Non-Managerial First-Level
Personnel: Entrepreneurship at the Grassroots Level T hese individuals ar e in unique positions to r ecognize entr epr eneur ial oppor tunities because they fr equently Wor k at positions w ithin the or ganization w her e much of the cor e tr ansfor mational activity H ave boundar y-spanning r esponsibilities or impor tant link ages to k ey exter nal stak eholder s E Entrepreneurial Outcomes When manager s engage in entr epr eneur ial behavior , a number of unique, inter r elated outcomes and consequences occur
I ndividual-level Or ganizational-level A Managerial Focus in CE: Anthem Blue Cross & Blue Shield
T he Acor dia str ategy w as to E concentr ate and divide, w hich leads to continuous innovation, gr ow th, and entr epr eneur ial development ...
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This note was uploaded on 08/25/2009 for the course ENTR 3312 taught by Professor Staff during the Spring '08 term at University of Houston.
- Spring '08