Entrepreneurial Activities In Organizations

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This explanation does not only for the kind of organizations in which entrepreneurial activities may appear. Indeed, entrepreneurial behaviour is not only possible in new firms, but also in firms regardless of their age and size (Kraus et al. 2011). The entrepreneurial activities of existing and established organizations have been described as corporate entrepreneurship (Zahra 1993), entrepreneurial orientation (Wiklund 1999), or intrapreneurship (Antoncic and Hisrich, 2001).
Nowadays, researchers defined the entrepreneurial activities of an established firm will be referred to as its Entrepreneurial Orientation. Entrepreneurial orientation relates to behaviours, practices, the decision-making styles, and processes that effect the organizations …show more content…

The entrepreneurial orientation dimension of innovativeness is about practicing and providing support to innovation, creative processes and the improvement of new ideas through experimentation (Lumpkin and Dess 1996). The second dimension is proactiveness. Proactiveness refers to processes, how we seek and get the opportunities which may not be really connected to our present organizational operations. It is also related with the introduction of new products and brands, and how to remove the products that in mature and declining stages of life cycles (Venkatraman, 1989). This dimension concerns the significance of initiative in the entrepreneurship. An organization can create a competitive improvement by predicting changes in the future demand (Lumpkin and Dess, 1996) and be an active participant in shaping their own environment (Kraus et al., 2011). The third dimension, risk-taking, is used to explain the uncertainty that follows the entrepreneurial behavior. Entrepreneurial behavior involves how to provide a significant proportion of resources to achieve the goals of the projects. The focus is on moderate and calculated risk-taking as a replacement for extreme and uncontrolled risk-taking behavior (Morris et al. 2008) but the importance of the risk-taking dimension is that it learns about how the organizations can absorb …show more content…

First is culture as a learned entity. In this model, Hofstede explained organizational culture as a thing developed by the people of the organization, and then it will be able to transfer to new people of the organizations. Second is culture as a belief system. Hofsted described organizational culture is viewed as the traditions of beliefs and values sharing by the people in the organizations, which gives the understanding of an institution meaning, and offered them with the regulations of behaviour in their organization (Davis, 1984; Sun, 2008). On the other words, organizational culture is viewed as a basic perspective to belief. Third is culture as a strategy. Bate (1995) argued that culture is a strategic phenomenon and strategy is a culture phenomenon. According to that, strategy formulation can be viewed as a cultural activity and cultural stands should be presented as strategic decisions (Sun, 2008, Hofstede, 1980). Fourth is culture as mental programming: Hofstede (1980) argues that organizational culture is described as the collective programming of the mind, which decide the members of one category of people from another. Standing on Hofstede's argument, Brown (1988) proposes that values form the foundation of culture, and are intimately related with moral and ethical codes, thus defining "like" and "dislikes" for people

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