دانلود رایگان مقاله اقدام ریسکی شرکت های بزرگ داخلی

INTRAPRENEURSHIP: ENTREPRENEURSHIP WITHIN ORGANIZATIONS

The term ‘‘entrepreneurship’’ triggers the images of heroes in the business world who created new ventures and built them into empires from scratch with limited resources, powered by their strength of purpose and their passion to change the world. Whether it is the iconic figures of the high technology industry ranging from Bill Gates and Steve Jobs who revolutionized the industry from humble beginnings to the current social media creators such as Mark Zuckerberg of Facebook or the lesser known figures such as Leonard Shoen who created U-Haul rental company with a mere $5,000 in 1945 and Fred Smith who took advantage of a sizeable inheritance to create Federal Express (FedEx), all of them started their ventures with limited means and unlimited imagination and passion. Once the entrepreneurial vision is achieved the eventual success of the organizations founded by the entrepreneursis a result of excellent management and strategic leadership. However, mature firms struggle to keep themselves relevant faced with changing landscape and challenges from aspiring entrepreneurs. The ability to harness the early entrepreneurial energy that fueled the rise of these organizations allows them to chart out a growth trajectory even when the lifecycle portends a flat future.

CONCLUDING REMARKS

Internal corporate venturing has long been an important phenomenon. The role of intrapreneurship is significant in a time of heated competition and increasing need forinnovation asitistoday. To create sustainable competitive advantage and persistent superior performance, intrapreneurship is becoming a strategic thrust in many firms. Two reasons accentuate the almost indispensable value of intrapreneurship. First, more than ever, innovations, large scale and complex ones in particular, require a great number of diverse resources and skills as well as sophisticated co-ordination to pull through, which means that they are out of the reach of the more disparate garage-based venture creating entrepreneurs. Established firms have a unique advantage in implementing such innovations. Second, in the past, the dream of the small startups was to be acquired by a company like Microsoft, IBM and Motorola. Later on, from Yahoo and Google to Facebook and Twitter, entrepreneurs no longer need to attract the attention and patronage of corporate giants to realize their dreams. They have at their service a host of angel investors, venture capitalists and eventually the stock markets eager to ride the early success of entrepreneurial. Corporate giants like Microsoft, which rely heavily on purchasing technology from others and then making them scalable in the market, find it more and more diffi- cult to buy good stuff and to deal with talents from the outside. Fostering the creative spirit of intrapreneurship provides the firm an added advantage of identifying lucrative opportunities outside the firm. Quite often, firms complement their internal venturing with external venturing by strategically investing in start-ups that are eventually acquired and integrated within the firm’s strategic business units. As such, intrapreneurship seems ever more important and pressing as a new source for growth and profits.