1.
a) Intrapreneurs share 6 common personal characteristics. Discuss how these characteristics are important for innovation and intrapreneurship.
b) In your opinion, which one characteristic is most important in the Arab World context? Justify your selection.
2.
Values are important on both personal and organisational levels. Evaluate this statement using Schwartz values theory, and reflect your evaluation on the Higher Education sector.
3.
a) Discuss the importance of Sustainable Business Models (SBMs) to 21
stcentury organisations.
b) Use an enterprise of your choice to reflect the 4 components/concepts of its generic business model.
1. a) Intrapreneurs share 6 common personal characteristics. Discuss how these characteristics are important for innovation and intrapreneurship. b) In your opinion, which one characteristic is most important in the Arab World context? Justify your selection. 2. Values are important on both personal and organisational levels. Evaluate this statement using Schwartz values theory, and reflect your evaluation on the Higher Education sector. 3. a) Discuss the importance of Sustainable Business Models (SBMs) to 21st century organisations. b) Use an enterprise of your choice to reflect the 4 components/concepts of its generic business model. 1. a) Intrapreneurs share 6 common personal characteristics. Discuss how these characteristics are important for innovation and intrapreneurship. b) In your opinion, which one characteristic is most important in the Arab World context? Justify your selection. 2. Values are important on both personal and organisational levels. Evaluate this statement using Schwartz values theory, and reflect you r evaluation on the Higher Education sector. 3. a ) Discuss the importance of Sustainable Business Models (SBMs) to 2 1 st century organisations. b) Use an enterprise of your choice to reflect the 4 components/concepts of its generic business model. 1. a) Intrapreneurs share 6 common personal characteristics. Discuss how these characteristics are important for innovation and intrapreneurship. b) In your opinion, which one characteristic is most important in the Arab World context? Justify your selection. 2. Values are important on both personal and organisational levels. Evaluate this statement using Schwartz values theory, and reflect your evaluation on the Higher Education sector. 3. a) Discuss the importance of Sustainable Business Models (SBMs) to 21 st century organisations. b) Use an enterprise of your choice to reflect the 4 components/concepts of its generic business model. Q1: Ethical issues and implications for entrepreneurs. All researchers undertaking a project must complete a check list and then fill in a longer form in which they provide details on how they will add research risk. Even though many of the questions may not be relevant to your project, you still need to take most of them into account. We suggest addressing the following five key ethical issues, each of which will be discussed below: 1-Informed consent and right to withdraw It is important that you inform your interviewees, and others who may participate in your project, about what you are doing, why you are doing it and how you would like them to be involved. 2- Recognizing power and coercion Participants should not feel forced into taking part in research. Use of explicit force may be easy to recognize e.g. threatening someone with consequences if they do not participate. However, it is often more difficult to identify implicit force. For example, if you ask a subordinate to participate in your project, they may feel that they cannot say no due to your senior position. Similarly, whilst drawing on friends and family may be a good way of getting access to an organization and interviewees, it can make it difficult for those approached to say no. 3- Principle of ‘no harm’–to participants and researchers A guiding principle of any research should be to do no harm – either to participants or researchers. Potential harm will vary depending on the research topic and type of participants. It may even include physical or mental harm, such as increased levels of stress. Research may expose those who took part to unexpected consequences. For example, a participant who mentions that a project was not handled well by management may find that this is held against them in future performance assessments or promotions ensuring anonymity for all those who are involved in an entrepreneurial activity. 4- Anonymity It is quite common for interviewees to ask you to conceal the names of individuals or companies. In other words, they may wish to remain anonymous. You will often see academic papers in management fields that use pseudonyms, such as ‘techco’ or ‘fin-co’. If you were to publish your research, consider if you need to amend or redact other details about the organization that would give away its identity. 5- Data storage and destruction It is important to consider how the evidence you collect will be stored and how long it will be kept before it’s destroyed. If your evidence includes personal information about individuals, it is important to abide by the principles of the Data Protection Act 1998. It states that “any individuals named must give permission for you to collect and hold data concerning them, which reinforces the importance of informed consent”. You shouldn’t use it for reasons other than those you gave when collecting it. Chapter 5 Q1: Intrapreneurship and entrepreneurship. Entrepreneurship: The term entrepreneur is used to describe the activity of an individual or team, such as identifying and exploiting opportunities, assembling resources and creating or expanding business ventures. Intrapreneurship: Some large firms recognize satisfaction and actively encourage ways for staff to be more entrepreneurial. Intrapreneurship is a way of stimulating innovation and adaptability. Intrapreneurship and its different forms are appropriate for all types of organization: private, public and third sector. Individuals at operating levels in large public sector organizations are often the most qualified to identify what the problems are and how they can be addressed i.e. potential intrapreneurs The term intrapreneur or corporate entrepreneur describes “someone who acts entrepreneurially within an existing organization, which may range from a medium-sized firm to a large corporation, government department or charity”. The term intrapreneurship is not usually applied to the day-today work carried out within these departments. Instead, the term is used when individuals develop and pursue ideas outside – or above and beyond – what is expected in their role and can be applied to staff in any department, not just those explicitly working on new products and services. Intrapreneurs can arise at any level in an organization: customer facing staff, shop-floor employees or senior managers. They can also occur in any functional department: their innovation may address something in their area or in a different part altogether Q2: Forms of intrapreneurship. Intrapreneurship can take a number of different forms. Each has its own benefits and challenges: deciding which one works best will depend on the organization, the opportunity and the context in which the organization operates. 1- Skunk works or bootlegging • Terms often used to describe organizations that allow employees time within their regular working hours to undertake innovation activities. • They are also allowed to use organizational resources (lab or office space and equipment). • However, the term may also be used to describe innovation activity that occurs when an organization doesn’t allocate time or resources, but individuals still seek to identify and pursue innovations. • The term bootlegging was introduced by David Schon, to describe the similar idea of innovative activity by employees for the benefit of the organization but that is outside the mainstream activities planned by management. • In theory, bootlegging differs from skunk works, in that the time and space for skunk works is provided and sanctioned (authorized) by management, but bootlegging activity is undertaken without management approval or even their knowledge. • Another famous example is Google, where employees are allowed to spend up to 20% of their work time in personal projects related to the company's business. Several services provided by Google such as Gmail, Google News were created by employees in their work time. 2- Corporate innovation contests • Employees within large firms pitch ideas for new products, services or processes against each other. • The prizes of such contests are usually in the form of time and resources to develop the idea and backing from senior management. 3- New venture teams, divisions and spin-outs • New venture teams are groups that are formed to both identify and implement new ideas or those thought up by others, such as a single intrapreneur or the winning team in a corporate innovation contest. • Such teams operate within the existing organizational structure and are therefore subject to similar management approaches. • The individuals involved are allowed to spend all or some of their working hours contributing to the new venture team. • The team will be formed of individuals with different skills and experiences as well as a common entrepreneurial mindset. • A new venture division is similar to a new venture team, but rather than working within the existing organizational structure, a new division is formed instead. • A more extreme form of new venture division is the spin-out. In this new venture, the parent company creates an entirely new organization. • Spin-outs are often located in separate locations and premises to the parent company, further enabling the creation of a distinct and more entrepreneurial culture. • These may result from an innovation that is outside the core areas of the parent firm and therefore does not fit well within existing organizational functions. 4- Corporate venturing • Large companies can also invest in smaller, entrepreneurial businesses as a way of gaining access to innovative ideas and staff. • The aim of corporate venturing is not usually benefiting from the smaller business’ financial performance; rather, it is to get access to new ideas, technology or skills. • For the smaller business, as well as the additional financial investment, there can be advantages in gaining access to markets and additional resources. 5- Licensing and outsourcing of innovation • Large firms can gain access to new concepts and technologies by licensing ideas from outside companies or individuals. • In licensing arrangements, the larger firm pays the inventor for use of their innovation. • The innovation is usually protected by intellectual property rights, such as patents or copyright. • Payments may be a single one-off sum or calculated based on the number of products sold using the innovation. ر. • In some instances, the large firm may approach a specialist consultancy, a research group at a university or other research institutions and commission them to undertake innovation activities for them. OneLeap is an organization offering innovation consultancy service.. • This organization was originally founded to bring entrepreneurs together via an online platform in order to help them find investors. 6- Entrepreneur in residence • Some large organizations employ entrepreneurs to work within their companies, either to develop new products and