دانلود رایگان مقاله جانشینی و رهبری قوانین برای دوباره کارآفرینان

Abstract

During the next decade-plus, thousands of Baby Boomer entrepreneurs will retire, usually withoutformalsuccession plans. Next-generation relatives, former employees, or outsiders will assume leadership of these now-mature enterprises, hopefully bringing their own visions and initiatives and becoming, in every sense, reentrepreneurs. Re-entrepreneurship describes a process through which a mature enterprise can be made new again. Re-entrepreneurial leaders will encounter challenges that differ radically from those confronted by traditional entrepreneurial leaders. Re-entrepreneurial initiatives necessarily should begin with new visions of what mature organizations might do to become new again; will succeed only if stakeholders commit to that vision; and should culminate with reimagined, restaged, and revitalized enterprises. To secure re-entrepreneurial outcomes, three framing principles are proposed. Each principle is rooted in the theory of Joseph Schumpeter, the godfather of entrepreneurism and creative destruction. Seven re-entrepreneurial rules follow. While grounded in entrepreneurial theory, each rule is based primarily on experiential lessons shared by re-entrepreneurial executives who have previously assumed leadership succession roles inside mature organizations–—and subsequently reimagined, restaged, and revitalized, ultimately renewing their firms.

7. Leading the re-entrepreneurial (r)evolution:

Re-visioning Visioning issues permeated the preceding discussion. Re-entrepreneurial visioning was broadly contextualized, its importance repeatedly emphasized. Various generalizable do’s and don’ts related to visioning were introduced. Yet here, we can only recommend that RSLs and their teams should invest significant time in crafting a re-entrepreneurial vision that aligns with their personal needs and goals and with the specific circumstances they face inside and outside their mature enterprise. Experts agreed: ‘‘The ideal re-entrepreneurial vision,’’ like beauty, ‘‘is idiosyncratic.’’ Ideal visions are necessarily particular to each mature enterprise’s stock of talent, time, or financial resources; to their market and/or technological orientation and organizational/psychological climate; and to the customers, with their competitive and microand macro-environmental trends–—that is, opportunities and threats that firms might exploit or avoid.