11: Global Entrepreneurship and Intrapreneurship
- Page ID
- 16721
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 11.0: Chapter Introduction
- This page explores entrepreneurship and intrapreneurship, emphasizing how global differences provide opportunities. Entrepreneurs like Vikas Goel innovate and expand internationally, as seen in eSys Technologies, while intrapreneurs foster new ideas within companies. Goel’s strategies, including localized sales and cost efficiencies, led to eSys' success and a subsequent $105 million sale to Teledata Informatics, where he became CEO.
- 11.1: Entrepreneurship
- This page discusses entrepreneurship as a skill that involves identifying opportunities and creating resources. It distinguishes entrepreneurs from small-business owners, emphasizing innovation and rapid growth. Common myths are debunked, outlining that success requires hard work, adaptability, and risk management. Self-reflection on motivations and readiness is important, as is engaging with mentors and understanding growth models.
- 11.2: What Do Entrepreneurs Do?
- This page explores the role of entrepreneurs in for-profit and nonprofit sectors, highlighting social entrepreneurs like Camila Batmanghelidjh. It covers entrepreneurial processes, hybrid disruption strategies, and the importance of business plans for securing resources and funding. Key concepts include bootstrapping, which fosters innovation through limited funding, and the necessity of a competent team and effective execution for success.
- 11.3: Business Entrepreneurship across Borders
- This page examines global entrepreneurship influenced by economic systems, regulations, and culture. The World Bank's Doing Business report highlights lower entry costs promoting entrepreneurship, with countries like the U.S. and UK excelling, while Turkey faces challenges. The Kauffman Foundation seeks to enhance entrepreneurial culture and education, emphasizing future success and research.
- 11.4: From Entrepreneurship to Born-Global Firms
- This page discusses global start-ups, or born-global firms, which focus on international operations from the beginning, influenced by technology and global consumer trends. Notable examples are Logitech and Skype. The launch assessment comprises two phases: evaluating global expansion viability and identifying required resources for success, underscoring the significance of early internationalization in contemporary entrepreneurship.
- 11.5: From Entrepreneurship to Intrapreneurship
- This page explores intrapreneurship as a practice within established organizations, differentiating it from traditional entrepreneurship. It discusses the role of intrapreneurs, notable examples of innovative initiatives, and emphasizes creating an intrapreneurial culture. The text outlines challenges such as resistance to change and resource allocation issues, and proposes strategies like structural separation for enhancing focus.
- 11.6: End-of-Chapter Questions and Exercises
- This page offers exercises aimed at improving international business knowledge according to AACSB standards, with a focus on communication, ethics, and analysis. Activities include surveys, case studies on companies like Red Bull, discussions on global startups, and ethical dilemmas in entrepreneurship. Students analyze market opportunities, ethical issues of banned products, and challenges faced by multinationals in marketing to low-income populations.