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Corporate Entrepreneurship And Innovation 4th Edition Paul Burns - Solutions
Explain what the job of leader involves.
What personal qualities do leaders need? Explain.
What is the contingency theory and how does it aff ect leadership style?
What is vision? How can it be developed? How can it be communicated?
How is entrepreneurial leadership diff erent from transformational and distributed leadership?
How does contingency theory relate to the theories of leadership discussed in this chapter? How does it relate to entrepreneurial leadership?
Is there such a thing as one ‘best’ leadership style for an entrepreneurial business?
What do you think are the prime tasks of a leader in an entrepreneurial organization? Why?
Why is ‘walking-the-talk’ important in an entrepreneurial organization?
Why is trust in the leadership of an organization important?
How do you build a relationship? Give examples.
How do you clarify ambiguity and uncertainty? Give examples.
Why is a ‘light touch’ important in an entrepreneurial organization? How is it achieved?
How do you build ‘empowering opportunities’? Give examples.
Why is an ability to handle confl ict important in the entrepreneurial fi rm?
Answer the Leadership Styles Questionnaire at the end of this chapter or on the website and plot your score on the Leadership Grid. Do you agree that this is your preferred style? Explain and justify with examples of your behaviour.
Obtain the Th omas–Kilman Confl ict Mode questionnaire (page 158) and evaluate how you handle confl ict. Do you agree that this is your preferred approach? Explain and justify with examples of your behaviour.
Using detailed examples, show how the appropriate leadership style might diff er for:a. three diff erent tasks, given the same group and situation;b. three diff erent groups, undertaking the same task in the same situation;c. three diff erent situations, where the same group is undertaking the same
Research and write a profi le of a successful entrepreneurial leader, emphasizing their leadership style.
Why might the seven conventional management techniques listed discourage corporate entrepreneurship?Can you think of other examples that fi t with the classifi cations proposed by Michael Morris?
Looking back at Chapter 4, which countries are likely to be most resistant to risk-taking?
Looking back at Chapter 4, which countries are likely to be most resistant to change?
Meyer’s research in (see Chapter 4) noted that Japanese culture is one of high power distance (which favours hierarchy) but is also consensual. It is also not comfortable airing diff erences. How do you reconcile this with Toyota’s use of the ‘Andon cord’ in Case insight 7.1?
Does your national culture accept failure? Does it encourage success? What are the implications of your views for corporate entrepreneurship?
You can never change people. Discuss.
Change can be created, but never managed. Discuss.
Are the interrelationships in eff ecting change highlighted in Figure 7.3 so complicated that no major change initiative is ever likely to be 100 per cent successful?
Why is a critical event so often necessary for change to happen?
What are the critical factors in making a change initiative successful?
Is turning around a failing organization more diffi cult than starting up one?
Once an organization starts to be unresponsive to change there is no point in trying to change it. Discuss.
Why should you try to turn around a failing organization?
What moral and ethical boundaries would you place on business?
What constitutes sustainable entrepreneurship?
Does environmental sustainability put an organization at a competitive disadvantage?
Th e law defi nes the extent of a company’s ethical and social responsibilities. Discuss.
What is CSR? How do you measure it and how do you judge whether it has been successfully implemented?
How might CSR add shareholder value?
Is it ethical to make profi t from CSR?
Using an example of a major change of which you have experience, chart how the changes were made, the problems encountered and the solutions put in place. Were the changes successful? Explain.
Find a company that has faced a crisis of some sort that required it to make major changes and. Write a report describing the changes, how they were managed, and analyzing their eff ectiveness.
Find a company that uses CSR as part of its marketing and write a report explaining how it does this and analyzing its eff ectiveness.
Set up Kahneman’s decision experiment using a group of students who have not read this book. Do his results hold true? If there are students who do not make the expected decisions, explore with them their reasoning.
Describe the risks facing an organization of which you have experience (it might be your university).Classify them using the risk cube in Figure 8.1 and indicate what would be the key risk indicators that need monitoring.
List the risks you face in selecting a company to work for when you leave university. Classify them using the risk cube in Figure 8.1 and indicate what are the key risk indicators that you need to monitor.
If managers focus too much on risk they will ignore opportunities. Discuss.
Are large companies doomed to always favour low-risk project opportunities?
Does high risk always go with high returns?
Is your own decision-making judgement always going to be biased?
What sort of risks fall into the category of ‘unknown-unknowns’?
How can you deal with unknown risks?
What are the risks associated with global warming?
If you cannot measure risk, you cannot manage it. Discuss.
If you cannot manage risk, you might as well ignore it. Discuss.
Do entrepreneurs ignore risk?
Th e easiest way to avoid fi nancing risks is to avoid using external fi nance. Discuss.
Are dual-right shares ethical?
Why does diversifi cation and the formation of conglomerates remains a powerful driver of risk reduction strategy for private, unquoted companies?
If innovative companies face high risks, they are bound to face high capital costs. High capital costs just increase the risk these companies face. Discuss.
Risk is the biggest managerial issue for corporate entrepreneurship. Discuss.
Assess your creative potential by taking one of the online tests discussed in the text (e.g., AULIVE).Write a report outlining the implications of the results and provide evidence from your life to support (or otherwise) the results.
List the barriers that you feel inhibit you from being creative at home and at your college or university.How might they be removed or circumvented?
List the sources for awareness and new ideas you have at your disposal. What do you need to do to capitalize on them in a systematic way?
Select any day-to-day object (e.g., a paper clip). Undertake a group brainstorming session to see how many uses you can fi nd for it. Repeat the activity with another object.
Compare the barriers you face to being creative with the barriers faced by the rest of the group. Compile a list of the major barriers and how they might be overcome.
How is creativity and innovation shown in entrepreneurship?
Creativity favours the connected mind. Discuss.
What are the advantages and disadvantages of crowdsourcing?
What are the advantages and disadvantages of open innovation?
What constitutes a creative organizational environment? Why?
What constitutes a creative national environment? Why? What lessons are there for an organization?
Can you be creative on your own or in isolation?
Compare and contrast left- and right-brain thinking. How can you get them to work together?
Are you a predominantly left- or right-brain person? How does this show itself? Are you comfortable being creative?
Creativity is a more diffi cult skill than entrepreneurship to develop. Discuss.
Systematic is not a word you associate with creativity and innovation. Discuss.
Do you believe people can be trained to be more creative?
Is creativity the same as opportunity perception? What is the link?
How might creativity be both discouraged and encouraged?
Refl ect on the need for freedom as well as slack time to encourage creativity. How is this aff ected by the issue of balance in autonomy and control, introduced in Chapter 5?
Is creativity good in all organizations? Give examples to support your case.
How are Dyer’s fi ve discovery skills – associating, questioning, observing, experimenting and networking –linked? Which ones are prerequisites for the others?
How can you improve your discovery skills?
Using your creativity test results as a base (Activity 1), discuss whether these dimensions adequately measure creativity compared to other measures covered in the text.
Use the PESTEL acronym to explore major changes that your society will face in the next fi ve years.From these, select one and, using brainstorming, explore the business opportunities that might arise out of it. Repeat the process for a number of these major changes.
Use analogy to come up with a business idea. Start with a problem to be solved and fi nd the way similar problems might be solved in a diff erent context. Alternatively fi nd a natural solution to a problem and consider whether it can be applied to a diff erent circumstance.
Use attribute analysis to come up with a business idea. Focus on an everyday product/service, select one feature or aspect of it and ask ‘Why does it have to be that way – what benefi t does it bring to the customer?’ Try it a few times with diff erent product/service features.
Use gap analysis to come up with a business idea. Select an everyday product/service, characterize it in two dimensions and use perceptual mapping to plot where competing products lie on these dimensions.Is there a gap in the market? Repeat the exercise for another product/service.
For the product/service ideas you came up with from previous activities, write down as clearly as possible:• A description of the product/service idea – its features;• A description of the types of customers that you think will purchase it;• Th e needs it will satisfy – the benefi ts it
How easy is it to come up with a business idea?
Why might a company decide not to develop a business opportunity, even if it is viable?
What factors decide whether a business idea is commercially viable?
Why it is so important that a product/service idea is diff erent than competitors?
What attributes do you need to be able to apply creative synthesis to a technological development? How diffi cult is it to develop them?
How can you build CSR into a search for business opportunities?
Th e commercial viability of a completely new product/service is impossible to evaluate. Discuss.
How can you become more aware of the constant changes happening around you and the business opportunities they create?
How can a company use PESTEL to focus its search for business opportunities into areas where it has greatest competencies?
How can you fi nd unsolved problems that may create a commercial opportunity in a systematic way?
How can you fi nd out unmet needs that may create a commercial opportunity in a systematic way?
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