Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Models of corporate entrepreneurship
Advantages and disadvantages of strategic planning
Importance of strategic planning process
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Models of corporate entrepreneurship
MM contribution to corporate entrepreneurship and the importance of middle managers
Middle managers are crucial in the corporate entrepreneurial process. According to Ren & Guo (2011), middle managers are great contributors to CE, due to their positions in the organizational structure in which they can influence a corporate strategy in two ways. First, they influence corporate strategy through strategy implementation. This behaviour is mainly top-down, although initiated by top management; the actual outcomes are highly influenced by middle managers decisions (Ren & Guo, 2011; Bower & Gilbert, 2007). Second, middle managers influence corporate strategy through strategy formation. This behaviour is mainly a bottom-up process. In the strategy formation process as described here, initiatives arise from lower organizational levels. In this process the middle manager has crucial roles, the role of evaluator (prescreening phase) and seller (screening phase). In the prescreening phase the middle manager that is in contact with top management evaluates the new initiative. If the initiative is to be evaluated as a possible (future) competitive advantage, the middle manager will ‘sell’ the initiative in the screening phase to top management. It should be kept in mind that this evaluation process of initiatives is influenced by in-group biases of the evaluator. Evaluators of the initiatives favour ideas submitted by individuals of their own subunit, due to their identification with a subunit rather than with the firm as a whole (Reitzig & Sorenson, 2013). The evaluator or middle manager thus can influence a corporate strategy also negatively, by favouring his own subunit, rather than the firm. This is probably overlooked by Ren & Guo, but r...
... middle of paper ...
...e - or Destroy - Your Company ’ s Strategy. Harvard Business Review, 85(2), pp.72–79.
Hornsby, J.S. et al., 2009. Managers’ corporate entrepreneurial actions: Examining perception and position. Journal of Business Venturing, 24(3), pp.236–247.
Kuratko, D.F. et al., 2005. A Model of Middle-Level Managers ’ Entrepreneurial Behavior. Entrepreneurship: Theory & Practice, 29(6), pp.699–716.
Reitzig, M. & Sorenson, O., 2013. Biases in the selection stage of bottom-up strategy formulation. Strategic Management Journal, 34, pp.782–799.
Ren, C.R. & Guo, C., 2011. Middle Managers’ Strategic Role in the Corporate Entrepreneurial Process: Attention-Based Effects. Journal of Management, 37(6), pp.1586–1610.
Wooldridge, B. & Floyd, S.W., 2014. The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), pp.231–241.
Kaplan, R. S., & Norton, D. P. (2000). Having trouble with your strategy?: Then map it. Harvard Business School Publishing Corporation.
Marcus , A. A. (2009). Winning moves: Cases in strategic management . (2nd ed.). Lombard, IL: Marsh Publications.
The characteristics discussed in the article is important to possess in order to be entrepreneurial.
Pearce II, J. A., & Robinson, R. B. (2011). Strategic Management 12th Ed. New York: McGraw-Hill/Irwin.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
Porter, Michael E. "From competitive advantage to corporate strategy." Harvard Business Review (1987): 43-59. Print. May 2014.
Porter, M. E., 1999. The Five Forces that Shape Competitive Strategy. Harvard business review, p. 80.
Dess, G., Lumpkin, G., & Eisner, A. (2007) Strategic Management (3rd ed.). Boston: McGraw-Hill Irwin.
Gerry Johnson & Kevan Scholes (2002) Exploring Corporate Strategy Sixth Edition. London: Prentice Hall. 2. Henry Mintzberg, James Brian Quinn, & Sumantra Ghoshal (1995)
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
During the 1980s and 1990s, in our increasingly global marketplace, downsizing and re-engineering became a common practice in business, eliminating much of the need for middle managers, cutting costs, speeding up decisions, and flattening organizational hierarchies worldwide. Middle managers began to be seen as unnecessary costs, easily replaced by displacing responsibility downward to their subordinates, and uncooperative, even having a negative impact on change.
Corporate entrepreneurship (CE) is widely considered as a vital means to stimulate and sustain the overall competitiveness of an organization. Both practitioners and researchers have recognized the challenges of pursuing entrepreneurship within a corporation. CE is the result of the joint activities of an organization’s members, activities that pursue strategic objectives and constitute strategic roles. Thus, to face the challenges that CE poses for both theory and practice we need to advance our understanding of the activities and strategic roles involved in the CE process and their implications for performance. While strategic roles have been extensively studied, most studies analyze the strategic role of top managers and ignore the contribution of middle managers. Moreover, while there is a growing body of empirical evidence of a positive relationship between CE initiatives and performance, little research emphasizes the contribution of middle managers’ strategic roles to superior performance.
The success of a business is greatly dependent on its entrepreneur. An entrepreneur is someone who takes the financial risk of starting and managing a new business venture. In order to be a successful entrepreneur, one must be ready to take a risk and invest one’s own savings into a business. The job requires that the individual be ambitious and committed to working hard in order to achieve the set targets. A successful entrepreneur is able to multi-task and communicates effectively with people, possessing leadership qualities such as confidence and motivation. The individual must play the role of constant motivator and inspire employees to improve their work performance, whilst ensuring a comfortable environment for the employees to work in. According to Schumpeter (1982), an entrepreneur is more of a ‘heroic’ than an ‘economic’ figure; his motivation should not solely be monetary, rather stemming more from inspiration and ambition.
According to Deakins and Freel (1998), the literature on entrepreneurship process has attempted to dichotomies into two approaches, which is from the nature of entrepreneurs and their role in econo...
The entrepreneur is defined differently across many platforms they all share some commonality (Davison, 2008). This commonality consists of certain traits such as risk taking, innovative thinking, and an opportunity-seeking mindset to create, improve or expand a business (Davison, 2008). The entrepreneur functions as a promoter to the generation of wealth (Davison, 2008). The entrepreneur is important for the movement of the market and constant challenge to the status quo, indirectly improving all related business involved.