Strategic Management Text and Cases战略管理文本与案例[精品].ppt

Corporate Entrepreneurship Whether the company is product or service oriented Whether the firm’s innovation efforts are aimed at product or process improvements The extent to which it is high-tech or low-tech Corporate culture Leadership Structural features that guide and constrain action Organizational systems that foster learning and manage rewards Depends on all of the following: Focused Approaches to Corporate Entrepreneurship Autonomous corporate venturing (work) group Frees entrepreneurial team members from constraints imposed by existing norms and routines Facilitates open-minded creativity But, does isolate the group from the corporate mainstream New venture groups (NVGs) Business incubators Autonomous corporate venturing work group * New Venture Groups (NVGs) Goal is to identify, evaluate, and cultivate venture opportunities Typically function as semi-autonomous units with little formal structure Involvement includes Innovation and experimentation Coordinating with other corporate divisions Identifying potential venture partners Gathering resources Launching the venture Focused approach New Venture Group * Business Incubators Business incubators are designed to “hatch” new businesses Incubators provide some or all of the following functions Funding Physical space Business services Monitoring Networking Focused approach Business Incubators * Disbursed Approaches to Corporate Entrepreneurship Dedication to principles and practices of entrepreneurship is spread throughout the firm Ability to change is a core capability Stakeholders can bring new ideas or venture opportunities to anyone in the organization Two related aspects of dispersed entrepreneurship Entrepreneurial culture Product champions * Entrepreneurial Culture Culture of entrepreneurship Search for venture opportunities permeates every part of the organization Effect is strongest when it animates all parts of the organization Strategic leaders and the culture generate a st