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7/27/2019 Leadership&Management
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Discussion of paper idea
31. Marts 2006
Little Boxes-An Explorative Study of
Entrepreneurship processes
in the light of Leadership versusManagement
Mona Toft Madsen &Poul Rind Christensen
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Characteristics of the fields of
leadership-management Leadership contributions often based on psychology (leader-follower
relations)
Management contributions from disciplines such as political science,engineering, and sociology (structures,systems, organizing, planning,control)
Separated research fields of leadership and management (managingpeople and managing structures become separated)
Dichotonomy in business rhetoric:
Leadership is good, management is trivial
Same tendency in entrepreneurship rhetoric
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Leadership-Management Fokus
Management Short sighted
Stability
Do things right Problemsolving
Systems/structure
s Authority relations
Control
LeadershipLong sighted
Change
Do right thingsProblem identification
People
Influence relationsTrust
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From leadership versus management to
competing values
Flexibility
Internal Focus External
Focus
Control
People
Stability Production
Change
(Based on Quinn, 1988)
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Production:
Profit /bottom line
High Productivity
Clarification of tasks
Setting objectives
Action oriented
Planning
Define problems
Select alternatives
Stability:
Measurement
Documentation
Information
Control
Monitoring
Coordination
Paperwork
Routine information
Following rules
Change:
Organic/ matrix organization
Ad hoc systems
Adaptation to changes
Creativity
Innovation
Monitoring outside environmentIntuition
Politics and power
Networking with the environment
People:
Cohesion
Morale
Facilitation
Team work
Process orientation
Development of people
Caring and empathy
Consensus seeking
Internal
focus External
focus
Flexibility
Stability(Based on Quinn, 1988)
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Schumpeter (1939):Business cycles: A theoretical, Historical, and statisticalanalysis of the capitalist process
Create new business opportunities(change)
Combining factors of production in new
ways (change)
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Morris et al. (1994):Reconceptualizing entrepreneurship: An input-Outputperspective
Identify opportunities (change) Develop and refine concept (change,
production, stability (??))
Assess and acquire nescessary
resources (change)
Implementation (production, people,stability)
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Gartner et al. 1985:A conceptual Framework for describing the
phenomenon of New venture creation.
Locating Business Opportunities (change)
Accumulating resources (change, production)
Marketing products and services (change)
Producing the product (production)
Building an organization (people, stability)
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Stevenson et al.1990:A paradigm of Entrepreneurship: Entrepreneurial
management
Networking (change) Generate resources (change)
Managing in teams (people)
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Tentative Propositions
Relatively low attention given to stabilizingelements in the entrepreneurship process
Relatively huge attention given to externalelements in the entrepreneurship process
A tendency to address management asopposed to leadership (to divide into structureand people), is transferred to
entrepreneurship
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Concluding remarks
Competing values model as frameworkfor discussion of entrepreneurship inmanagerial perspective
Avoidance of pitfalls as in leadership-management dichotonomy
Contribute to common language in
entrepreneurship
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Subjects for discussion
Discussion of arguments for maintaining stability,and internal focus during the entrepreneurship
process. Creativity is based on insight and experience
Visions, entrepreneurship culture, and ways ofworking need to be embedded in the entire
organization as a stabilizing element.
Comments on the idea of a more systematic
analysis (meta analysis) / or empirical work Other ideas and comments