Imperatives t able 156 1 i ncr ease str ategic clock

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: ios w ith var ious business models v ar 3. A bbr eviated str ategic life Abbr cycles cycles 4. C r eate “go-to-mar k et” Cr flexibility f lexibility E E Entrepreneurial Mindset The Framework Future Goals Change/Innovation Status Quo Possible Entrepren Satisfied eur manager Frustrate d manager Classic bureaucra t Perceived Perceived Capability to Achieve Achieve Blocked E Entrepreneurial & Strategic Actions T o cr eate w ealth, fir ms w ill need to establish link ages betw een entr epr eneur ial actions and str ategic a ctions w ithin 6 dominant domains: I nnovation N etw or k s I nter nationalization Or ganizational lear ning T op management team E Entrepreneurial & Strategic Actions al ri eu •I nnovation en •N etw or k s pr •Globalization re s Str ategic tn •L ear ning En tio Actions c •T op mgt. T eams A & gover nance •Gr ow th Wealth Creation E Entrepreneurial Firm: The A Dynamic Incubator Consider the findings of a r ecent study. R esear cher s examined 1,435 companies 1,435 t hat had been liste...
View Full Document

This note was uploaded on 10/02/2010 for the course ENTR ENTR 3312 taught by Professor A.lish during the Spring '10 term at University of Houston-Victoria.

Ask a homework question - tutors are online