CE2

• Security and comfort of employees
• Friendly atmosphere
• Not necessarily productiv

• preserve job and seniority
• Avoid responsibility
• Exertion of minimum effort to get work done is enough
• Less innovative decisions

• Encourage teamwork and responsibility
• Foster commitment (we areresponsable for outcome so we do sth for it  )
• Make employees feel like constructive parts

• Try to achieve balance (no trust there )
• Can everyone be happy?

• Money in exchange for performance
• Rules, punishment, pressure
• Applied when in crisis

• Setting goals
• Accomplishing the tasks at hand
• Use systems and controls
• Reward individuals when goals me

=> TIME OF CONSOLIDATION when exact outcome are needed its good 

• Broaden and elevate interests of employees
• Generate acceptance and awareness of purpose and mission
• Make employees look beyond self-interest
• Provide inspiration, excitement, intellectual stimulation
• tell them goals but not the way, so you get innovation

=> TImes of rapid change

• Drill Sergeabt: When I say jump, you say jump
• cheer leader : YOu guys rock! who wants pizza
• parrot: 
• Compromiser: you cant make all happy, decisions are not most innovative and lead to success
• babysitter: take care of the issue where someone sreams the loudest
• moses: lead followers to the desert and hope for a miracle 
• an hourglass: let everything pass and wait for a turnrond 
• robinson: waiting for friday  ( we do it next week) 

• Entrepreneurship does not happen without leadership •
• The effect on employees •
  • Enhances employees’ entrepreneurial willingness and ability •
  • Continuous development of entrepreneurial initiatives (creative idea generation and then also further development!)
• The effect on entrepreneurial initiatives •
  • Match the company’s strategic direction (model 3 and 4 we have in class 4 )
  • Are actually implemented 
  • Produce tangible results

• Similar to transformational leaders ((transaction vs transformational leaders ))
• Builders of organizations that are both visionary and transformational
• Main challenges •
  • Envisaging and creating a scenario of possible opportunities that can be seized despite of resource constraints (scenario enactment)
  • Convince potential followers and stakeholders that the related transformation is possible by assembling resources (cast enactment)

«Highly transformational leaders tend to encourage open cultures, organic structures, adaptable systems, and flexible procedures – attributes that facilitate the implementation of change» (Vera & Crossan, 2004

•  Visionary 
• Good communicator / motivator
• Strategic thinker and learner
• Emotionally intelligent
• Strong interpersonal skills
• Relationship builder
• Team player
• Builder of confidence
• Clarifier of ambiguity and uncertainty
• Builder of empowering opportunities

hex sould be entrepreneurs themselves, have a entrepreneurial mindset and thikt in different ways 

• decides on musicians to play / decide where to go what to do 
• decide music to play 
• allows band to improvise and use their creativity to create required sounds / not about the process but outcome
• lead to fun / but not too much
• brings out the best of individuals ( maximaze their potential and motivation) 
• nurture leaders at al levels ( solo preformances)  let them shine 
• Lead by example: play an instrument ( leader shoud have entr experience)

1: Nourish an entrepreneurial capability

2: Protect disruptive innovations ( dont kill it too early) 

3: Make opportunities make sense ( does idea fit the strategy? how addapt it? 

4: Question the dominant logic ( rethink what you do ) 

5: Revisit the " deceptiely simpke questions"

6: Link entreprenurship and strategy ( otherwise you have chaos)

People at all levels play critical roles • In particular: senio level managers 

its very important in higher leverl but also in lower levels you need people that think the same and can lead. 

• The next few questions ask about your immediate supervisor – the individual that you report to directly in your job.
• How well do the following statements describe him/her? (If you have many immediate supervisors, please pick one supervisor).
• Please circle one number for each statement (fivepoint Likert scale), with higher scores indicating that the supervisor is rated higher on that item. 

• the eypansion of the size of a business or firm over time

Types of growth 

• internal/organic growth ( the firm grows as such, step by step incremental) 
• external growth( mergers, acisitions, strategic alliances) 

• financial growth ( Assests, Sales, profits, ROI)
• Organisational growth ( employees, divisions) 
• Strategic growth ( market share, reputation, Brand value) 

all hangs toghetter. 

• sales growth
• invetment growth
• profit and asset growth

• development of the organization
• changes in structure, process and culture 

• All about competitive advantage 
• Development of competencies to improve market position ( com. adv) 
• Develop and defend sustained competitive advantage
  • Cost leadership
  • Differential strategy

x: product orientation ( we procude x,y) -------> resource orientation ( focus on core competences, focus on tools to build different things) 

y: Inactive orientation ( leave things how they are) ......> opportunity orientation ( propensity for pursuit of opportunity)  change thungs and take opportunities 

=> opportunity orientation & resource orinetation = High growth petential 

•  the way an organization changes its establishes routines 
• major or substantial change in org
• changes with revitalizing potential 
• a manifestation of corporate Entrepreneurship / Strategic enrepreneurship ! ( by transformung org. you allow entrepreneurial behaviour to emerge) 

• systems 
• structure 
• srategic direction
• policies and procedures
• people 
• culture

Sistems that works against it, no reward if find sth new but just do hte things you need to do 

• Misdirected reward and evaluation systems
• Oppressive control systems ( push for thingking out of the box ) 
• Inflexible budgeting systems ( money for prototype not there) 
• Overly rigid, formal planning systems

• Too many hierarchical levels
• Responsibility without authority ( so cannot decide alone) 
• Top-down management
• Restricted communication channels ( not allowed to talk to the boss)
• Lack of accountability for innovation (who does it) 

• Absence of innovative goals
• No formal strategy for entrepreneurship
• Lack of commitment from senior executives ( why too risky we dont do it) 
• No entrepreneurial role models ( CEO or OWner not entrepreneurial then the staff can not be) 

• Long, complex approval cycles
• Red-tape and documentation requirements
• Unrealistic performance criteria ( your IDea has to increase salex by 20 %, not realistic) 

• Fear of failure ( too uncertain) 
• Resistance to change ( affraid of new things, blorkoli) 
• Turf protection 
• Short-term orientation ( why change if i am only here 1 Year) 
• Inappropriate skills for managing entrepreneurial change ( dont have the skills) 

• Ill defined values
• conflicting with entrepreneurship 
• (its just how it works here)