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Dr Noor Muhammad noormuhammad@giki.edu.pk

Dr Noor Muhammad

noormuhammad@giki.edu.pk

Dr Noor Muhammad noormuhammad@giki.edu.pk
Dr Noor Muhammad noormuhammad@giki.edu.pk
Dr Noor Muhammad noormuhammad@giki.edu.pk
Dr Noor Muhammad noormuhammad@giki.edu.pk
1. What is corporate entrepreneurship? 2. What is entrepreneurial architecture? 3. What is learning

1.

What is corporate entrepreneurship?

2.

What is entrepreneurial architecture?

3.

What is learning organisation?

4.

What is entrepreneurial management versus

traditional management?

5.

What is entrepreneurial culture?

6.

Freedom and control in an entrepreneurial

organisation.

management? 5. What is entrepreneurial culture? 6. Freedom and control in an entrepreneurial organisation.
management? 5. What is entrepreneurial culture? 6. Freedom and control in an entrepreneurial organisation.
management? 5. What is entrepreneurial culture? 6. Freedom and control in an entrepreneurial organisation.
management? 5. What is entrepreneurial culture? 6. Freedom and control in an entrepreneurial organisation.
Definition Corporate Entrepreneurship is the term used to describe entrepreneurial behaviour in an established, larger

Definition

Corporate Entrepreneurship is the term used to describe entrepreneurial behaviour in an established, larger organisation.

is the term used to describe entrepreneurial behaviour in an established, larger organisation. Burns (2007)
is the term used to describe entrepreneurial behaviour in an established, larger organisation. Burns (2007)
is the term used to describe entrepreneurial behaviour in an established, larger organisation. Burns (2007)
is the term used to describe entrepreneurial behaviour in an established, larger organisation. Burns (2007)

Burns (2007)

1. Entrepreneurial behaviour in established, larger organisations. 2. Creation of new business units. 3. Development

1. Entrepreneurial behaviour in established, larger organisations.

2. Creation of new business units.

3. Development and implementation of entrepreneurial strategic thrusts.

4. Emergence of new ideas from all levels in the organisation.

and implementation of entrepreneurial strategic thrusts. 4. Emergence of new ideas from all levels in the
and implementation of entrepreneurial strategic thrusts. 4. Emergence of new ideas from all levels in the
and implementation of entrepreneurial strategic thrusts. 4. Emergence of new ideas from all levels in the
and implementation of entrepreneurial strategic thrusts. 4. Emergence of new ideas from all levels in the
1. Corporate venturing: Galbraith (1982), Burgelman (1983), Drucker (1985), Christensen (1997) 2.

1.

Corporate venturing: Galbraith (1982), Burgelman (1983), Drucker

(1985), Christensen (1997)

2.

Intrapreneurship: Kanter (1982), Pinchot (1985)

4.

Entrepreneurial transformation: Peters & Waterman (1982),

Ghoshal & Bartlett (1997), Kanter (1989), Tushman & O’Reilly

(1996), Burns (2005)

(1982), Ghoshal & Bartlett (1997), Kanter (1989), Tushman & O’Reilly (1996), Burns (2005) Birkinshaw (2003)
(1982), Ghoshal & Bartlett (1997), Kanter (1989), Tushman & O’Reilly (1996), Burns (2005) Birkinshaw (2003)
(1982), Ghoshal & Bartlett (1997), Kanter (1989), Tushman & O’Reilly (1996), Burns (2005) Birkinshaw (2003)
(1982), Ghoshal & Bartlett (1997), Kanter (1989), Tushman & O’Reilly (1996), Burns (2005) Birkinshaw (2003)

Birkinshaw (2003)

1. Grasp opportunity by innovating:  Doing things differently 2. Managing through uncertainty by: 

1. Grasp opportunity by innovating:

Doing things differently

2. Managing through uncertainty by:

Developing informal relationships and networks with

customers, staff and suppliers

Continuous strategising, developing strategic options underpinned by a strong vision

Justifying risk through information and knowledge

developing strategic options underpinned by a strong vision  Justifying risk through information and knowledge
developing strategic options underpinned by a strong vision  Justifying risk through information and knowledge
developing strategic options underpinned by a strong vision  Justifying risk through information and knowledge
developing strategic options underpinned by a strong vision  Justifying risk through information and knowledge
Architecture is the relational contracts within and around an organisation - with customers, suppliers and

Architecture is the relational contracts within and around an organisation - with customers, suppliers and staff. It is based on trust and underpinned by

mutual self-interest.

- with customers, suppliers and staff. It is based on trust and underpinned by mutual self-interest.
- with customers, suppliers and staff. It is based on trust and underpinned by mutual self-interest.
- with customers, suppliers and staff. It is based on trust and underpinned by mutual self-interest.
- with customers, suppliers and staff. It is based on trust and underpinned by mutual self-interest.

Kay (1993)

Culture Leadership Environment Organisational architecture Structure and size S t r a t e g

Culture

Leadership

Environment

Organisational

architecture

Structure and size

Culture Leadership Environment Organisational architecture Structure and size S t r a t e g y
Culture Leadership Environment Organisational architecture Structure and size S t r a t e g y
Culture Leadership Environment Organisational architecture Structure and size S t r a t e g y
Culture Leadership Environment Organisational architecture Structure and size S t r a t e g y

Strategy

The Learning Organisation

A learning organisation is one that:

Facilitates the learning of all its members and continuously transforms itself.adapting, changing, developing and transforming themselves in response to the needs, wishes and aspirations of people, inside and outside.

themselves in response to the needs, wishes and aspirations of people, inside and outside. ’ (Pedler
themselves in response to the needs, wishes and aspirations of people, inside and outside. ’ (Pedler
themselves in response to the needs, wishes and aspirations of people, inside and outside. ’ (Pedler
themselves in response to the needs, wishes and aspirations of people, inside and outside. ’ (Pedler

(Pedler et al., 1991)

Form concepts Test Reflect concepts Experience Know Why Know How
Form concepts Test Reflect concepts Experience
Form
concepts
Test
Reflect
concepts
Experience

Know Why

Know How

Form concepts Test Reflect concepts Experience Know Why Know How
Form concepts Test Reflect concepts Experience Know Why Know How
Form concepts Test Reflect concepts Experience Know Why Know How
Form concepts Test Reflect concepts Experience Know Why Know How
Know How Form concepts Test concepts Reflect Experience Know Why Mental Models • Assumptions •
Know How
Form
concepts
Test concepts
Reflect
Experience
Know Why
Mental Models
• Assumptions
• Theories about the
world
concepts Test concepts Reflect Experience Know Why Mental Models • Assumptions • Theories about the world
concepts Test concepts Reflect Experience Know Why Mental Models • Assumptions • Theories about the world
concepts Test concepts Reflect Experience Know Why Mental Models • Assumptions • Theories about the world
1. True learning is by acquiring both know-how and know-why through the wheel of learning

1.

True learning is by acquiring both know-how and know-why through the wheel of learning and thereby understanding causality (cause &

effect).

2.

Mental models are shaped by and help shape experience.

3.

Learning happens when you share, examine and challenge mental models.

4.

The most important learning occurs on the job.

happens when you share, examine and challenge mental models. 4. The most important learning occurs on
happens when you share, examine and challenge mental models. 4. The most important learning occurs on
happens when you share, examine and challenge mental models. 4. The most important learning occurs on
happens when you share, examine and challenge mental models. 4. The most important learning occurs on
1. Having vision and ideas 2. Long-term, strategic planning 3. Communication: Internal and External

1.

Having vision and ideas

2.

Long-term, strategic planning

3.

Communication: Internal and External

4.

Creating the culture by example

5.

Monitoring and controlling performance

Internal and External 4. Creating the culture by example 5. Monitoring and controlling performance
Internal and External 4. Creating the culture by example 5. Monitoring and controlling performance
Internal and External 4. Creating the culture by example 5. Monitoring and controlling performance
Internal and External 4. Creating the culture by example 5. Monitoring and controlling performance

The Entrepreneurial Leader

1.

Providing a clear focus on key issues and concerns, on the right things.

2.

Getting everyone to understand this focus through effective communication

practices.

3.

Acting consistently overtime to develop trust.

4.

Demonstrating through actions that the leader cares for and respects the organisation’s members.

5.

Creating empowering opportunities that involve the organisation’s members in making the right thing their own priorities.

empowering opportunities that involve the organisation’s members in making the right thing their own priorities.
empowering opportunities that involve the organisation’s members in making the right thing their own priorities.
empowering opportunities that involve the organisation’s members in making the right thing their own priorities.
empowering opportunities that involve the organisation’s members in making the right thing their own priorities.
Entrepreneurial 1. Results 2. Job 3. Open 4. Loose Administrative 1. Process orientation 2.

Entrepreneurial

1.

Results

2.

Job

3.

Open

4.

Loose

1. Results 2. Job 3. Open 4. Loose Administrative 1. Process orientation 2. Employee
1. Results 2. Job 3. Open 4. Loose Administrative 1. Process orientation 2. Employee
1. Results 2. Job 3. Open 4. Loose Administrative 1. Process orientation 2. Employee
1. Results 2. Job 3. Open 4. Loose Administrative 1. Process orientation 2. Employee

Administrative

1.

Process orientation

2.

Employee orientation

3.

Closed system

4.

Tight control

1. Process orientation 2. Employee orientation 3. Closed system 4. Tight control Hofsted (1990)
1. Process orientation 2. Employee orientation 3. Closed system 4. Tight control Hofsted (1990)
1. Process orientation 2. Employee orientation 3. Closed system 4. Tight control Hofsted (1990)
1. Process orientation 2. Employee orientation 3. Closed system 4. Tight control Hofsted (1990)

Hofsted (1990)

Enhances learning Inhibits learning 1. Balances interests of stakeholders 1. Tasks more important than people

Enhances learning

Inhibits learning

1.

Balances interests of stakeholders

1.

Tasks more important than people

2.

Focuses on people

2.

Focus on systems

3.

Empowers people & makes them believe

3.

Allows change only when necessary

4.

Encourages open communication

4.

Restricts information & communication

5.

Believes in teamwork

5.

Believe in competition between individuals

6.

Has approachable leaders

6.

Has controlling leaders

5. Believe in competition between individuals 6. Has approachable leaders 6. Has controlling leaders
5. Believe in competition between individuals 6. Has approachable leaders 6. Has controlling leaders
5. Believe in competition between individuals 6. Has approachable leaders 6. Has controlling leaders
5. Believe in competition between individuals 6. Has approachable leaders 6. Has controlling leaders
High-level attributes Strong relationships Detailed Creative, innovate Empowered can-do staff Measured risk- taking

High-level attributes

Strong relationships Detailed
Strong
relationships
Detailed
Creative, innovate
Creative,
innovate
Empowered can-do staff
Empowered
can-do staff
Measured risk- taking
Measured risk-
taking
Sharing information & knowledge
Sharing
information &
knowledge
Sharing Acquiring People are Achievement information & information & Commitment Opportunistic important
Sharing
Acquiring
People are
Achievement
information &
information &
Commitment
Opportunistic
important
orientation
knowledge
knowledge
Change is
Open
Belief in
Celebrating
Egalitarian
normal
Time for learning
and innovation
‘Work is fun’
teamwork
success
communication
Shared visions
Doing the
Attention to
Belonging,
Emphasis on
Self-confident
‘right thing’
basics
ownership
future
but realistic
Close
Close
Close
relationships
Building
Personal
Hands-on
supplier
customer
with staff
networks
responsibility
management
relationships
relationships

elements of culture

supplier customer with staff networks responsibility management relationships relationships elements of culture
supplier customer with staff networks responsibility management relationships relationships elements of culture
supplier customer with staff networks responsibility management relationships relationships elements of culture
supplier customer with staff networks responsibility management relationships relationships elements of culture
Organic structure Mechanistic structure 1. Open free-flowing communication 2. Allows different operating styles 3.

Organic structure

Mechanistic structure

Organic structure Mechanistic structure 1. Open free-flowing communication 2. Allows different operating styles 3.

1. Open free-flowing communication

2. Allows different operating styles

3. Authority based on expertise of individual

4. Free to adapt to change

5. Emphasises getting things done

6. Loose and informal control

7. Behaviour shaped by situation & personality

8. Participative decision-making

1.

Highly structure & restricted communication

2.

Stresses uniform operating styles

3.

Authority based on role & position

4.

Reluctance to change

5.

Emphasises compliance with processes & procedures

6.

Tight control

7.

Behaviour constrained by job description

8.

Hierarchical decision-making

by job description 8. Hierarchical decision-making Entrepreneurial management style Bureaucratic management

Entrepreneurial management style

Bureaucratic management style

by job description 8. Hierarchical decision-making Entrepreneurial management style Bureaucratic management style
by job description 8. Hierarchical decision-making Entrepreneurial management style Bureaucratic management style
by job description 8. Hierarchical decision-making Entrepreneurial management style Bureaucratic management style
by job description 8. Hierarchical decision-making Entrepreneurial management style Bureaucratic management style
Too much Space Boundaries Too few CONSTRAINT Support Too little Direction Too little Birkinshaw (2003)

Too much

Space

Boundaries

Too few

CONSTRAINT

Support

Too little

Too much Space Boundaries Too few CONSTRAINT Support Too little Direction Too little Birkinshaw (2003)
Too much Space Boundaries Too few CONSTRAINT Support Too little Direction Too little Birkinshaw (2003)
Too much Space Boundaries Too few CONSTRAINT Support Too little Direction Too little Birkinshaw (2003)
Too much Space Boundaries Too few CONSTRAINT Support Too little Direction Too little Birkinshaw (2003)

Direction

Too little

Birkinshaw (2003)