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Ce lecture 2 Flashcards

1
Q

Corporate entrepreneurship

A

Idea: Entrepreneruial behavior in an established larger organisation
Aim: Encourage entrepreneurial intensity
-Scale
-Frequency
-At all levels
Outcome: Continuos innovation

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2
Q

But how? CE

A

Creating a complex adaptive system
-Changes in strategies
-Changes in structures
-Changes in culture

Balance
Economies of scale (sales ^lower cost)–>Economies of scope (diversify products)
Efficiency–>Innovation
Control–> Empowerment
Uniformity–> Diversity

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3
Q

Terminology

A

Entrepreneurial architecture –> Entrepreneruial orientation —> Entreprenerial activity within large organisation —> Corporate venturing or Strategic Eship

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4
Q

Entrepreneurial orientation

A

Sustained pattern of entrepreneurial behavior over time
Five broad dimension:
-Innovativeness/innovation orientation
-Risk taking
-Pro activeness
-Competitive agressiveness
-Internal autonomy

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5
Q

How to measure Entrepreneurial Orientation?
Scale 1-7

A

-Innovativeness
-Risk taking
-Pro activeness
-Competitive aggressiveness
-Autonomy

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6
Q

How to trigger EO?

A

Entrepreneurial Architecture
A strategic alignment of corporate resources so as to encourage
entrepreneurship and innovation on a sustainable basis.

-Leadership and management- Culture- Structure- Strategies

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7
Q

Architecture perspective

A
  • BIG PICUTRE: consistency between the four pillars
  • Contingency approach:
    • different environments –> different components
  • Internal architecture:
    • Employees, generating a distinctive culture
    • Strong sense of collectivism
    • Attracts like-minded people?
  • External architecture:
    • Other stakeholders (customers, partners, suppliers, competitors)
    • Trust à sharing of information or other resources
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8
Q

Haiers succes factors

A
  • Flat organizational structure:
    – autonomous micro-enterprises
    – ecosystem micro-communities (EMCs)
    – smart contract-based partnerships
    – Haier Open Partnership Ecosystem
    (HOPE)
  • Customer-responsive innovation
  • Operational excellence:
    – zero-defect policy
    – continuous improvement
    – internal competition
  • On-demand production and delivery
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9
Q

Strong architecture

A
  • Identity & Sense of Belonging
  • Informality based on personal relationships
  • Trust-based relational contracts
    – mutual self-interests
    – reciprocity
  • Tacit –> difficult to copy
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10
Q

Stability –> Adaptability

A
  • Stability & Trust –>
  • Free exchange of information –>
  • Continuous learning –>
  • Development of tacit knowledge –>
  • Capacity to quickly respond to changes

My word is my bond

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11
Q

Learning Organization

A

Whole Organization Learning & Continuous Transformation
* Encourages systematic problem solving
* Encourages experimentation
* Learns from past experience & history
* Learns from best practice
* Transferring knowledge within the organization

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12
Q

Learning by Doing

A

DO-FAIL-LEARN-TRY AGAIN-SUCCEED

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13
Q

Architecture-Context Fit

A
  • Highly competitive, complex, fast-changing markets
  • Interconnected, fast & free information flows
  • Where cognitive skills of creativity & innovation are important
  • Costly –> low cost business models?
  • Different within organizations – break down into units
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14
Q

3M’s Strategic Thrusts

A
  1. Close to the customer
  2. Dominating market niches
  3. Diversify into related areas
  4. Everyone works in R&D
  5. Organization-wide knowledge sharing
  6. Encourage achievement through reward
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15
Q

From Architecture to Innovation

A

WHAT FOR? Entr architecture–>Entr orientation–>Entr intesity–>Innovation
* Market entry
* Growth
* Survival
* Industry change
* Built and sustain competitive advantage
* Profit

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16
Q

INNOVATION

A

Strategic change that creates value

Social and Economic
-not technological notion

Creates value:
* Financial
* Brand
* Market
* Social

17
Q

Schumpeterian view of innovation

A

INNOVATION =
Creative Destruction –> disruptive force that sustains economic growth
* destroys the value of established companies
* creates new value that pushes the world forward

18
Q

How new does innovation have to be?

A
  • Schumpeter à Fundamentally new/ Industry level?
  • Oslo Manual à Fundamentally new or significantly improved / Company level (innovators and followers)?
  • Kotler à New/ User perspective?
19
Q

Innovation types 4p’s

A

Paradigm (mental model)
Product (ex new iphone)
Position (Ice cream for new kind of people, sex market)
Process (netflix)

20
Q

Innovation types

A
  • Incremental
    – the majority,
    – important to sustain competitive advantage,
    – lower risk.
  • Radical (fundamental, game changing, discontinuous, disruptive)
    – rare,
    – important to gain competitive advantage,
    – higher risk.

CE (2 decks)

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