STR454 - Name the source

Beschreibung

Connecting the basic theories and claims of the course with appropriate author
Marika J
Karteikarten von Marika J, aktualisiert more than 1 year ago
Marika J
Erstellt von Marika J vor mehr als 7 Jahre
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Zusammenfassung der Ressource

Frage Antworten
Corporate entrepreneurship (or intrapreneurship) is the process whereby an individual or a group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization Sharma and Chrisman, 1999
Entrepreneurship vs Intrapreneurship Kuratko et al, 2011
Manager vs Entrepreneur vs Intrapreneur Pinchot, 1987
Innovation = invention + championship Schumpeter, 1934
You should do what you love, and love what you do Amabile, 1997
"Creativity is located in neither the creator nor the creative product, but rather in the interaction between the creator and the field's gatekeepers who selectively retain or reject original products" Elsbach & Kramer, 2003
Studies have found a number of attributes associated with creative output by individuals, including divergent thinking ability, self-confidence, diverse expertise, and a problem-finding orientation Elsback & Kramer, 2003
Resistance is, in fact, a form of feedback, often provided by people who know more about day-to-day operations than you do. Ford & Ford, 2009
Reorganization is usually feared, because it means disturbance of the status quo, a threat to people’s vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganization is often deferred. Kotter & Schlesinger, 2008
Dominant logic covers “standard” beliefs and practices in the organization/society (common views on employees, customers and competitors, standard procedures, established business model) Lecture note
Corporate entrepreneurship is, however, a risky proposition. New ventures set up by existing companies face innumerable barriers, and research shows that most of them fail. Emerging businesses seldom mesh smoothly with well-established systems, processes, and cultures. Garvin & Levesque, 2006
Understanding motives ¥ Visibility ¥ Sense of power (access to resources) ¥ Desire to be associated with success; participate in «the ownership of the project» ¥ May be a part of KPIs (e.g., for innovation team leaders) ¥ Enjoy the challenge of overcoming others’ opposition ¥ Personal (inherent) interest in the issue ¥ Desire to see more changes, avoid routine work Lecture note
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