文档介绍：Part V – Growth and Development of Entrepreneurial Ventures
Chapter 15 – Strategic Planning for Emerging Ventures
Chapter 16 – Managing Entrepreneurial Growth
Chapter 17 – Global Opportunities for Entrepreneurs
Copyright (c) 2004 by South-Western, a division of Thomson Learning. All rights reserved.
Chapter 16 – Managing Entrepreneurial Growth
A Venture’s Typical Life Cycle
Venture Development Stages
New-Venture Development
Start-up Activities
Venture Growth
Business Stabilization
Innovation or Decline
Profit, Productivity, Revenues
The pany in the Twenty-First Century
The Entrepreneurial Mindset
Future Goals
Change
Status Quo
Perceived Capability
Blocked
Possible
Entrepreneur
Satisfied Manager
Frustrated Manager
Classic Bureaucrat
Building the Adaptive Firm
Share the Entrepreneur’s Vision
Increase the Perception of Opportunity
Institutionalize Change as the Venture’s Goal
Instill the Desire to Be Innovative
A reward system
An environment that allows for failure
Flexible operations
The development of venture teams
The Transition from an Entrepreneurial Style to a Managerial Approach
Balancing the Focus (Entrepreneur and Manager)
The Entrepreneurial Culture Versus the Administrative Culture
Entrepreneurial Focus Characteristics
Administrative Focus Characteristics
Strategic Orientation
Driven by perception of opportunity
Driven by controlled resources
Revolutionary, with short duration
Evolutionary, with long duration
Commitment to Seize Opportunities
Commitment of Resources
Many stages, with minimal exposure at each stage
A single stage, mitment out of decision
The Entrepreneurial Culture Versus the Administrative Culture
Entrepreneurial Focus Characteristics
Administrative Focus Characteristics
Control of Resources
Episodic use or rent of required resources
Ownership or employment of required resources
Flat, with multiple works
Hierarchy
Management Structure