附註:Includes bibliographical references (pages 359-375) and index.
Introduction. Appendix : A theory of corporate entrepreneurship -- Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve -- I. The business environment. The external business environment -- The internal business environment -- II. The management culture. Shared beliefs about rewards, risks, opportunities, and rule-bending -- Shared beliefs about control and learning -- III. The corporate executives. The bigger-is-better corporate philosophy -- The small-is-beautiful corporate philosophy -- New business creation challenges for corporate executives -- Guidance and coaching by the DGM's boss and support and challenge by the controllers -- IV. The division general manager. The DGM's personal assets -- The DGM's motivation and strategy for new business creation -- Building corporate support for new business creation -- Leading the division for new business creation -- V. The division and its top management team. The identification and pursuit of new business opportunities -- Other new business creation challenges for the division -- The division's organization, competence, and collaboration for new business creation -- The effectiveness of the division's top management team -- VI. Putting it all together. How the five major influences interact to drive new business creation -- Managing ten critical issues in new business creation.
摘要:How do large corporations encourage their senior managers to become entrepreneurial? Professor Sathe's pioneering book is based on interviews with senior managers to understand why some organizations excel at fostering a culture of entrepreneurship leading to new business growth. An original and valuable contribution to the literature on strategic management.
