| Description |
1 online resource (153 pages) |
| Series |
Routledge Masters in Entrepreneurship |
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Routledge Masters in Entrepreneurship
|
| Contents |
Cover; Half Title; Title Page; Copyright Page; Contents; List of figures; List of tables; List of cases; List of guest contributors; Preface; Acknowledgements; 1 How to build an entrepreneurial organisation; 1.1 Introduction; 1.2 What is an entrepreneurial organisation?; 1.3 Understanding innovation; 1.4 Definitions of innovation; 1.5 Different forms of innovation; 1.6 Incremental and radical innovation; 1.7 Reconciling entrepreneurship and innovation; 1.8 Why does innovation happen?; 1.9 Understanding organisational change; 1.10 Determining innovation challenges |
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1.11 Conclusion -- A contingency approach to innovationReferences; 2 Entrepreneurial strategy; 2.1 Introduction; 2.2 The traditional view of strategy; 2.3 The entrepreneurial view of strategy; 2.4 Entrepreneurial vs administrative approaches to strategy; 2.5 What are the core competencies of the organisation?; 2.5.1 Test 1: Delivering customer value; 2.5.2 Test 2: Competitive differentiation; 2.5.3 Test 3: Extendibility; 2.6 What a core competence is not; 2.7 Extending core competencies through to dynamic capabilities; 2.8 Doing things differently: Blue Ocean Strategy |
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2.9 Competing in a red ocean2.10 A blue ocean example; 2.11 Entrepreneurial practices to find a blue ocean; 2.12 Paradigm change through doing without and doing differently; 2.13 Conclusion: Entrepreneurial strategy in practice; 2.15 Example case responses; References; 3 Strategy in practice: insights from an entrepreneurial multinational; 3.1 Introduction; 3.2 The need for an entrepreneurial strategy at Unilever; 3.3 Unilever's definition of an entrepreneurial strategy; 3.4 Codifying Unilever's entrepreneurial strategy; 3.5 The entrepreneurial strategy development process; 3.5.1 Reviewing |
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3.5.2 Scanning3.5.3 Optioning; 3.6 Identifying Unilever's core competencies in research and development; 3.7 Extending Unilever's R & D core competencies through product development; 3.8 Extending Unilever's R & D core competencies through alliances; 3.9 Extending Unilever's R & D core competencies through entrepreneurial decision making; 3.10 Conclusion: A scalable approach to strategy; References; 4 Entrepreneurial culture and leadership: structure, processes and people; 4.1 Introduction; 4.2 Organisational structure for entrepreneurship; 4.3 Processes for entrepreneurship |
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4.4 People: recruiting and rewarding for entrepreneurship4.4.1 Recruiting the right people for entrepreneurship; 4.4.2 Rewarding individuals for entrepreneurial behaviour; 4.5 Entrepreneurial leadership; 4.5.1 Entrepreneurial Vision through Innovation Challenges; 4.5.2 Challenges of entrepreneurial leadership; 4.6 Conclusion: Diagnosis of entrepreneurial culture; References; 5 Building a culture of entrepreneurship in practice; 5.1 Introduction; 5.2 The importance of an entrepreneurial culture; 5.3 Structuring for entrepreneurship and identifying innovation challenges |
| Notes |
5.4 Recruiting the right people for entrepreneurship |
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Print version record |
| Subject |
Creative ability in business.
|
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Entrepreneurship.
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Organizational behavior.
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New products.
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Technological innovations -- Management
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Diffusion of innovations -- Management
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entrepreneurs.
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Creative ability in business
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Entrepreneurship
|
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New products
|
|
Organizational behavior
|
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Technological innovations -- Management
|
| Form |
Electronic book
|
| Author |
Noke, Hannah
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|
Kirkham, Paul
|
| ISBN |
9781317505945 |
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1317505948 |
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