Abstract This study focuses on the concept and phenomenon of intrapreneurship in an effort to determine its prerequisites and outcomes. This paper presents the results of the survey of fve companies and 50 employee responses. The study reveals that intrapreneurship is largely dependent on two things, people and company culture. The literature review of this paper examines each of these types of research in an effort to determine if large companies can mobilize entrepreneurial ideas to form a fundamental competitive advantage. Despite the growing interest in intrapreneurship, little empirical research has examined which factors make intraprenership successful. This paper asks two important questions. Can entrepreneurial management exist in large organizations?
Does the decision making process, culture structure, and attitude toward risk allow large companies to encourage entrepreneurial management? This paper hypothesizes that today's market is far more competitive than it has been in the past. In today's information age, traditional business strategies are no longer effective. Therefore, companies that show initiative and innovation are surviving better than those who are sticking to what they know and repeating what has worked in the past. Thus, it appears that large organizations must adapt their structure, culture, and rewards systems to embrace, harness, and exploit entrepreneurial attitudes within the company. The literature review discusses the potential factors and outcomes of intrapreneurship based on previous research and measures them in small business context. The survey aims to provide some insight about which factors promote entrepreneurial attitudes within a large company. Finally, the study discusses the results, provides a series of recommendations for large companies, and gives direction for further research.
I. Abstract
II. Table of Contents
III. Introduction
IV. Literature Review
Introduction
History of Intrapreneurship
The Definition of an Intrepreneur
The Benefits of Intrapreneurship
Prerequisites of Intrapreneurship
Outcomes of Intrapreneurship
Conclusion
Promoting Entrepreneurship Within a Company VI. Methodology
Introduction
Description of Study
Questionnaire
VIII. Conclusions and Recommendations
Bibliography
From the Paper "Because of this phenomenon, there is an increased interest in topics such as entrepreneurial management, corporate entrepreneurship, strategic entrepreneurship and intrapreneurship (Christenson, 2004). This is partly because of the 're-labelling' (Latour, 1999) of existing concepts, but it has also paved the way for the introduction of new practices and theories. Guth and Ginsberg [1990, p. 6] argue that "despite the growing interest in corporate entrepreneurship, there appears to be nothing near a consensus on what it is". As a result, there are theoretical inconsistencies on how the ideas should be understood. What all the proposed ideas seem to agree on, however, is that entrepreneurial activities can renew established organizations and that this can typically be achieved through innovation and venturing activities that provide the company with access to different skills, capabilities and resources (McGrath et al, 1995)."
Abstract This paper analyzes pharmaceutical company, Merck & Company, INC., . The author provides a company profile and examines a number of issues such as: product marketing, service marketing, manufacturing, values and motives of the company.
From the Paper "The pharmaceutical industry is one of the largest and most far reaching industries in our nation, and therefore is an industry that can neither be avoided nor ignored. The amount of money spent on healthcare is phenomenal ? representing 14 cents of every dollar of goods and services produced in the United States (Jhin, 1996). New drugs that emerged in the past decade proved to be extremely profitable, and with new advances in technology and faster drug approval rates, the outcome is clear ? more money plus better science equals more new drugs (Kleinke, 1998). "
Tags: pharmaceutical, company, health, care, services
Explores the factors that allowed the Hudson's Bay Company to outlive its competitors by examining what this company had that other fur-trading operations - chiefly the Northwest Company - did not have.
1,800 words (approx. 7.2 pages), 7 sources, 2006, $ 71.95
Abstract This paper examines why the Hudson's Bay Company was able to survive and thrive when other fur trading companies, principally the Northwest Company, which was forced to merge with the HBC, were unable to repeat this success. The paper argues that a combination of territorial over reach by the Northwest Company and the traditional advantages of the HBC's Charter eventually proved too much for the smaller company to overcome.
From the Paper "For well over three hundred years, the Hudson's Bay Company has been (or at least was until an American entrepreneur took it over) an enduring icon within the Canadian business world. However, while the company is better known today as a retailer, it began first as a fur-trading company - one so successful that it eventually banished all other competitors."
An examination of one of the largest companies in the United States, that is involved mainly with cigarette and tobacco sales and how recent legislation has affected this company.
Abstract This paper gives a thorough history of this cigarette company from the times it was a one-man show in the late 1800's to the giant conglomerate it is today. It explains the occasions were turning points in the success of the company, especially during the Great Depression. The paper finally looks at legislation taken recently against tobacco companies with regard to production and advertising and examines the effects on Phillip Morris.
From the Paper "The Philip Morris Company started in England in 1847 where Mr. Philip Morris operated a shop; Morris began making his own cigarettes seven years later. In 1919, U.S. stockholders acquired control of the company. By 1929, it opened its first factory in the United States. The trend towards diversification accelerated in 1969-70, with the purchase of the 115-year-old Miller Brewing Company, and then again in the mid-1980s with the procurement of General Foods and Kraft Foods in the largest non-oil-related acquisitions in U.S. history. "
Abstract This paper focuses on the great packaging company called 'Sonoco'. It is a well-known company, which is listed on the NYSE as SON. This company is been around for 130 years and it is one of the world's largest makers of industrial and consumer packaging products including flexible packaging, composite cans, tubes, cores, cones, and wire and cable reels. 9 pgs. Bibliography lists 3 sources.
Tags: BOOK REPORTS - BOOK REVIEWS, sonoco company profile
Abstract This paper analyzes the Honda Motor company through a SWOT analysis, an acronym for "strengths, weaknesses, opportunities and threats." Each of these areas is explored and detailed. The author finds that Honda has many more strengths than weaknesses, which is partly based on the company's outlook. Honda's goal has been to make high efficiency cars at a low cost. The paper further details how Honda has gained advantage over its competitors. The paper also cites some of Honda's weaknesses. The writer also considers future opportunities for Honda and discusses threats to the company's long-term success. Despite these threats, the author considers Honda one of the most lucrative and best managed companies in the world.
From the Paper "While Honda has much strength to their name, they also suffer from some major weaknesses. The primary weakness of Honda is oftentimes one of their major strengths as well. By sticking to their guns as the technology innovator within their industry, Honda divests much of its resources in exploring new methods to enhance their products. However, they often conduct research and innovation in fields that have no practical application until long into the future (CorporateInfo, npg). Take for example their fuel efficiency research; Honda was the industry leader in fuel efficiency from 1985 to present (InvestorGuide, npg). However, only until recently did gas prices raise high enough to warrant the fuel economy as a significant advantage. Had Honda divested more of their resources to other high end upgrades such as competing within the SUV market, they might have made much more profits. Thus, finding the balance between future research and current profits is one of the major weaknesses with Honda. Another one of its weaknesses is that Honda relies on its "entry first, organizes later" strategy for new market penetration (Wright Report, npg). Its corporate strategy appears to be to enter established markets with their innovative products and develop an infrastructure and organization after they observe how the market reacts. Although this strategy has worked well in some cases such as Honda's entry into the light truck division, where its Ridgeline won Truck of the Year, however in other cases such as the launch of Acura success was met first by years of trial and error. Acura was launched in the mid 1980s, and it was the first Japanese produced luxury car, however it lacked many of the features that customers were looking for in high end vehicles and Acura went through almost five years of net losses before Honda finally figured out their design and distribution methods. Honda depends too much on their ingenuity and ability to adjust once a product enters the market, and as a result, they often make hasty and faulty decisions that they must then spend millions and years to fix."
Abstract This paper explores the leadership capabilities of Henry Ford, creator of the Ford Motor Company. The author gives a corporate and organizational history of the company and discusses the company's culture as a result of Ford's influence and includes comments of leadership theories.
From the Paper "As the twentieth century drew to an end, Time magazine named the Model T the "automobile that defined the twentieth century from start to finish". Henry Ford's Model T mass production methods, and wage price theories revolutionized American industry. He was extraordinarily influential and respected because he made a product that met a public need. Ford had an immeasurable impact on American life. "When he got his Model T rolling in 1908, the horse disappeared so fast that the conversion of acreage from hay to other crops is said to have caused an agricultural revolution". By the 1920?s, it was rarely possible to find a farm where a horse did most of the hauling and plowing. Ford was the most influential force in putting North America on wheels."
Abstract This ten-page report is on the financial situation of the Walt Disney Company. It consists of one appendix. Firstly, there is an introduction of the company. It then goes on to mention the competitors of the company. Next, there is a financial analysis, followed by a conclusion. Sources.
Tags: BUSINESS / CASE STUDIES, walt disney company
Abstract Organizational change is examined at The Boston Beer Company where transformational leadership is used as opposed to traditional leadership. The paper examines the communication between leaders of the company and team members as well as the company stakeholders. Finally, the paper examines the importance of teamwork in the transformational organization.
From the Paper "The Boston Beer Company "known for the quality of our beers, and for our creativity and innovation in developing, brewing, and selling these beers" (Samuel Adams, n.d., para 1) are the makers of Samuel Adams and Samuel Adams Light beer. Since founded in 1984 the company has won many awards including being sited as one of the best companies to work for by the Boston Magazine, and by The Princeton Review as one of the best entry level jobs, and Jim Koch "has been named an "Entrepreneur of the Year" by Inc. Magazine" (Samuel Adams, para 1). To understand why this company has won these awards we must examine the way the company is a transformed organization."
Abstract This paper answers two questions relating to a fictitious company - Sorenson research Company. It is a company that manufacturers an ships medical supplies that are specialized within the industry. The paper discusses the problems that Sorenson has with his business, and offers two solutions in resolving these issues. The solutions entail closing warehouses, changing shipping methods, and increasing profits.
From the Paper "James Sorenson had a successful company in December 1976. His products, REGUFLO and TRUSET were becoming popular in the market. Furthermore, his sales were 50% higher than the previous year, and his income was growing. However, his inventory was quite large, and its existence was depleting funds. With lower funds available he was not able to continue to compete in his industry. Therefore, it was Sorenson's desire to lower his inventory, and maintain customer satisfaction. As Sorenson developed his company he began to specialize in specific products. By doing so, Sorenson was missing the opportunity to obtain consistent flows of income for everyday items. The sales staff ultimately sold these products directly to doctors and health care professionals, obtaining a 20% commission on all direct market sales."
Abstract This essay explores the sale of the Hudson's Bay Company to US interests. The paper discusses how the sale of the Hudson's Bay Company, a Canadian institution older than the country itself, is bound to have profound implications on the marketplace, the acceleration of Canadian entities being sold off to foreign interests, as well as the company itself and its employees.
Abstract An in-depth analysis of a Fortune 500 company - Allstate Insurance. A management case analysis which includes: historical background, swot analysis( strengths, weaknesses, opportunities, threats) , financial performance, management strategies, proposed solutions, implementation of solutions, costs, evaluation and control.
Table of Contents
History of the company Mission statement and analysis
Objectives and analysis
Business Structure
Financial Analysis
Threats and Opportunities
Strengths and Weaknesses
Salient Problem
Strategic Alternative #1
Strategic Alternative #2
Strategic Alternative #3
Recommendation
Plan of Implementation
Evaluation and Control
From the Paper "Today's largest carrier of personal lines insurance originated over a friendly game of Bridge played in 1930 on a Chicago area commuter train. Sears president Robert Wood and a friend, insurance broker Carl Odell, joined forces after the insurance man suggested Sears sell auto insurance through the mail. Wood liked the idea, financed the company, and in 1931, put Odell in charge of the operation. The company, named Allstate, was named after one of the Sears? tire brands. Allstate got its beginning just as Sears was starting its push into retailing. As Sears grew, Allstate grew with it, selling insurance out of all of the new stores."
Abstract A study of Dell and its unusual and highly-profitable business strategy which strongly excludes middlemen. Selling direct to the buyer provides not only economic benefits inherent in maintaining virtually no inventory and lower distribution cost, but also allows them to interact directly with their customer. This paper discusses the history of Dell and how Michael Dell came to establish this very successful hardware company. It details several big deals that Dell has made with companies such as IBM and HP which will help them prosper in the future.
From the Paper "Dell Computer Company has a distinction that separates it from the rest of the companies such as Compaq, IBM, Hewlett-Packard and others in the computer hardware market. Dell does not use middlemen; their business strategy is to sell directly to the end user through a variety of interfaces. Selling direct to the buyer provides not only economic benefits inherent in maintaining virtually no inventory and lower distribution cost, but also allows them to interact directly with their customer. This puts them in the enviable position of being able to profitably extend and grow their business through relationships and contacts made from the first purchase. (Fortune Magazine, December 20, 1999.)"
Abstract This paper describes The Walt Disney Company. The author identifies its organizational structure and organizational goals. The paper investigates if the organizational design of the corporation helps or hinders it in achieving its organizational goals.
From the Paper "The Walt Disney Company and its subsidiaries is a diversified worldwide entertainment company. The company is organized around four separate business segments, which are Media Networks, Parks and Resorts, Studio Entertainment and Consumer Products. The Media Networks section includes the ABC television network in addition to ten broadcast television stations and more than seventy radio stations. The Studio Entertainment group produces live-action and animated motion pictures. television animation programs. musical recordings and live-stage plays/ Walt Disney Studios produces films through Walt Disney Pictures, Touchstone Hollywood Pictures ..."
Tags: Organization structure, corporpration, parent, subsidiary, holding company, Walt Disney Company, Michael Eisner, critical mass, spin off, profit maximization
Abstract This paper looks at comparative company law that compares the United Kingdom (UK) to France. The paper describes the primary governing laws for business in each country; The Principal Act and legislation in UK and a unified law in France. The paper also provides a definition of terms.
From the Paper "This paper reviews company law in the United Kingdom, UK, and France. Basic structures, similarities and differences are reviewed. Company law in France is governed by a unified law. Company law in the UK is governed by a principal Act, however, the principal act is supplemented by several other pieces of legislation. The primary governing laws for companies in the UK are the Companies Acts: The principal Act and the Companies Act amended some sections of the Act."
