Entrepreneur orientation

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Entrepreneurs orientation , even Entrepreneur orientation (in English: entrepreneurial orientation ) called, summarizes the expression of change and innovation capability in an organization as a construct in the management literature. Entrepreneurial orientation describes the extent to which behavior , management practice and (strategic) decision-making in an organization can be characterized as " entrepreneurial ".

aims

Entrepreneur orientation or entrepreneur orientation serves in an organization as a model for the actions of the individual and the organization. Establishing entrepreneurial orientation in the organization is therefore a prerequisite for implementing organizational change intelligence. The entrepreneurial orientation of the organizational framework is particularly important against the background of the digital transformation , since in a volatile and dynamic (ergo: complex ) context, entrepreneurial orientation strongly correlates with success, i.e. those companies that have high values ​​are more successful.

Entrepreneur orientation as a characteristic of an organization is described using the following five characteristics:

For the successful implementation of entrepreneur orientation, management must provide a supportive framework in terms of leadership and context . This is intended to enable employees and managers to act in accordance with the guiding principle of the five characteristics mentioned above, and to encourage and motivate them to act accordingly. A key element of this enabling framework is defining a long-term business perspective or vision . This target image should be supplemented by the definition of boundary conditions or requirements that, in the sense of "gravity", are to be accepted and not questioned. The "gravity" supports in the sense of right and left borders or guard rails to focus individual and organizational action on the target image of the entrepreneurial perspective.

Finally, the removal of "typical" obstacles is an essential success factor for the implementation of entrepreneurial orientation. Here, management is required to remove any resistance and hurdles that arise typically or company-specific in the context of change and innovation initiatives. These obstacles and barriers can be "typical" insofar as empirical values ​​from the past of an organization are often known about the obstacles or resistances caused by change and innovation initiatives in the past. If one compares quite innovative companies with rather less innovative companies, the proportion of the working hours of executives who devote themselves to this question is a significant difference: Executives in very innovative companies devote significantly greater amounts of time to this task. 

Individual evidence

  1. ^ A b Jeffrey G. Covin, GT Lumpkin: Entrepreneurial Orientation Theory and Research: Reflections on a Needed Construct . ID 1934108. Social Science Research Network, Rochester, NY September 1, 2011 ( ssrn.com [accessed March 18, 2018]).
  2. ↑ Configurations of entrepreneurial orientation and competitive strategy for high performance . In: Journal of Business Research . tape 70 , January 1, 2017, ISSN  0148-2963 , p. 168–176 , doi : 10.1016 / j.jbusres.2016.08.022 ( sciencedirect.com [accessed March 18, 2018]).
  3. ^ William J. Wales, Vishal K. Gupta, Fariss-Terry Mousa: Empirical research on entrepreneurial orientation: An assessment and suggestions for future research . In: International Small Business Journal . tape 31 , no. 4 , p. 357-383 , doi : 10.1177 / 0266242611418261 ( sagepub.com [PDF]).
  4. ↑ Donald F. Kuratko: Corporate Entrepreneurship: An Introduction and Research Review . In: Handbook of Entrepreneurship Research (=  International Handbook Series on Entrepreneurship ). Springer, New York, NY, 2010, ISBN 978-1-4419-1190-2 , pp. 129–163 , doi : 10.1007 / 978-1-4419-1191-9_6 ( springer.com [accessed March 18, 2018]).
  5. ↑ Dömötor, Rudolf, Nikolaus Franke, and Christoph Hienerth: What a Difference a DV Makes ... The Impact of conceptualizing the Dependent variable in innovation SuccessFactors Studies . In: Journal for Business Administration . Special Issue (2), 2007, ISSN  0044-2372 , p. 23-46 .